FENIX OUTDOOR - Amazon Web Services

FENIX OUTDOORCSR 2018

NATURKOMPANIET PART IOA ITTA FR I LUFTSLAND GLOBETROTTER

2 CSR 2018 FENIX OUTDOOR INTERNATIONAL AG

ContentsForeword by the CEO ...........................03

Overview ................................................04

Nature ......................................................12

Economy .................................................22

Society ....................................................26

Well-being ..............................................34

Reporting ................................................39

With the help of our management compass, this report takes us on a journey through the business of Fenix Outdoor and gives us insights into our visions, aims and next steps.

N = Nature: As an international group of outdoor brands, we believe that business activities should contribute to resilient and well-functioning natural systems.

E = Economy:Ethical and sustainable activities can only be under-taken if a business is healthy and its finances are sound. Thus, we rely on long-term partnerships and create sustainable working conditions.

S = Society: We are a responsible actor in society, enriching and inspiring each other, ourselves and those beyond our company to move towards a sustainable future.

W = Well-being: We look for excellence in staff members; in turn, they expect a fair and responsible employer.

CSR 2018 FENIX OUTDOOR INTERNATIONAL AG 3

Dear Friend of the Outdoors,In 2018 Fenix Outdoor strengthened its position as a leading and sustain-able global player in the outdoor cloth-ing and equipment industry. Several of the group’s entities received awards for sustainability and Fenix Outdoor was rated “Prime” by the leading CSR Rating Agency ISS Oekom Research.

In November, Swedish newspaper Dagens Industri ranked Fenix Outdoor in its top ten sustainable companies in Sweden, alongside several global ‘blue chip’ names. The group achieved this recognition through the passion and engagement of our employees and on limited resources. I commend my col-leagues and the Chief Sustainability Officer for this achievement and I en-courage all employees to keep pushing Fenix Outdoor towards a sustainable future. We want to create lasting val-ue for our company, the environment and society. Sustainability is the core of our actions, a driver for growth and at the same time part of our risk management.

2018 was a challenging year, but there were several highlights. The group continued to grow, opening new markets and purchasing Royal

Robbins, a San Francisco-based apparel brand.

The group also engaged in a process of developing a long-term strategy towards 2025, with sustainability in mind. The basis of all Fenix Outdoor’s work remains The Fenix Way, but we are updating this philosophy; the new version was discussed during our strat-egy planning meetings. I expect the board will discuss and approve the re-launch of The Fenix Way in spring 2019.

It is becoming increasingly obvious that climate change could impact our economic performance. Last summer's extreme weather in Europe is a sign, which needs to be seriously evaluated in our future strategies. We have seen extreme weather in the past but not at the magnitude we see today. While gla-ciers recede, floods and droughts in-crease and last longer, we must halt and ask ourselves what we can do. Fenix Outdoor has decided to take some bold steps towards helping the fight for climate protection, and our aim is to communicate how we are doing so over the course of 2019.

Climate action is only one issue among many. Some are interlinked with each other, while others are standalone problems. We can’t afford to believe that some issues don’t affect us; we need to look at our actions and the world around us much more ho-listically. Fenix Outdoor has decided to pursue a full life-cycle approach to business and then plan our next steps. Be it a product, a service or a decision – we want to get a clearer picture and by doing so hopefully contribute to a more sustainable future. The growth in the group’s sustainability team bears witness to this new way for-ward. I invite you to join us as Fenix Outdoor takes the next step towards an even more sustainable future.

Yours,Martin Nordin Executive Chairman and CEO


F enix Outdoor International AG is a group of companies that develops

and markets high-quality outdoor gear through a selected retail net-work to highly discerning and fastidi-ous end-consumers. While the various brands have different roots, the group originated in Örnsköldsvik, Sweden, where Fjällräven was founded.

In 2018, the group consisted of six brands and four retail organizations. A management change saw the CEO become Executive Chairman and a new member, Rolf Schmid, was appointed to the board. Alex Koska was promoted from Vice President to President.

The public structure of the company (the operations segmented into Retail, Brands and Global Sales and the cen-tral services units segmented into Digitalization/IT, Finance, Logistics and CSR/Compliance), did not change much in 2018, but the central Sustainability office was re-organized and grew. Under the supervision of the Chief Sustainability Officer (CSO), three central functions were estab-lished: • Fabian Nendza, the Head of Corpo-

rate Social Responsibility (CSR) for Globetrotter, was appointed Sus-tainability Manager for Frilufts Retail Europe Group.

• Saskia Bloch became Head of

Social Compliance Management and focal point for the different brands on CSR related matters (Brands and Supply Chain focus). She has a strong intercultural and CSR back-ground, mainly in the logistics and automotive sectors.

• Maria Venus joined as CSR man-ager for energy and environmental matters, focusing on our operation-al set-up. She joined from a certifica-tion body and is responsible for the group’s offices, stores and produc-tion sites.

The central CSR office can now better service three distinct operational seg-ments (such as Frilufts Retail Europe, Brands and Global Sales) and shared common services (such as Logistics). The shared group functions Digitaliza-tion, IT, Logistics, CSR & Compliance are organized as strategic central ser-vices units and report directly to the CEO and Executive Chairman.

In 2018, Fenix Outdoor Internation-al acquired the San Francisco-based apparel brand Royal Robbins, which became part of the Fenix Outdoor Group. Royal Robbins’ integration pro-cess includes the development of a Royal Robbins Way and on-boarding meetings with sustainability and com-pliance at the core.

All group activities under the sustainability framework are orga-nized and implemented under a com-mon framework by individual brands and entities. This allows managers to identify the appropriate individual goal setting. The speeds of develop-ment and focus of the entities within Fenix Outdoor Group vary but all fol-low the same framework.

The CSR/Sustainability organiza-tion now comprises three CSR manag-ers in the central office and one part-time CSR manager who is also head of Fjällräven’s operational manage-ment team. All report directly to the Group’s Chief Sustainability Officer.

By 2018, approximately 95 per cent of our supplier partners had signed our Code of Conduct (CoC). By the end of 2017 about 95,6 per cent had signed the code. With six brands and four retail chains, the subscription rate to our Code of Conduct is broad. This will improve but new acquisitions may blur the picture.

Fenix Outdoor still considers climate change and its associated ex-treme weather as a strategic risk and a priority. In 2018, the company’s operations were affected by extreme weather and we are very concerned about the slowness of climate action. We plan to speed up the group’s

1. OVERVIEW: Our sustainability management – the next stage


climate protection efforts but we also see limitations. Looking at the Science- Based-Targets (SBT) approach, which came from the Paris Agreement, it in-vites companies to set a reduction tar-get to achieve a maximum temper-ature rise by less than two degrees Celsius by the end of the century. Fenix Outdoor is a small business, which makes it hard for us to develop a scientifically sound but realistic reduction target. We cannot wait until the science is right, so we are invest-ing in tangible results, progressing along the Fenix Way and work in var-ious networks to achieve a sustainable climate for all life on Earth.

Fenix Outdoor regularly communi-cates its sustainability strategy, goals and current developments. Twice a

Business Partner Level

Bandwidth, in percent

Average in percent

Representing production and

values, in per cent

Intermediary 92 – 100 95 100

Tier 1 44 – 100 79 90

Tier 2 47 – 70 62 70

Tier 3 60 60 N.d.

year, the Chief Sustainability Officer (CSO) provides an update on our prog-ress towards our sustainability goals. We also communicate directly with af-fected departments on an ad-hoc basis whenever necessary.

Various means of communication are used. In 2018, we put an induc-tion video on our intranet to educate new employees about the Fenix Way and our compliance system. We also held regular CSR and Social Compli-ance meetings and will continue to do so in 2019. Sustainability targets are increasingly becoming part of the per-formance reviews of top managers, eventually being linked to bonus pay-ments, so we have developed a new sustainability reporting tool.

From now on, we will be automating

follow-up on achievements and goals, developing the tool to fully integrate them into our IT infrastructure. This year’s data collection exercise serves in a limited way as a baseline, as we continue to iron out wrinkles in the systems.

Each Fenix Outdoor brand has de-veloped its own individual sustainabil-ity agenda with distinct goals and im-plementation plans. In 2018, the new sustainability plans for 2025 were finalized, subject to approval by the board in 2019. To coordinate these efforts, all brands will submit their project plans and receive approval, monitoring and support from the cen-tral sustainability office. The respec-tive updates will be presented regular-ly to the group’s CSO.

Sustainability program and partnershipOver the past few years the group has established new partnerships and re-inforced existing relationships, and we did not change our network in 2018. Fenix Outdoor has been a reliable supporter of the UN Global Compact since signing the agreement in 2012, and has now decided to become more

ORGANIZATIONAL STRUCTURE

HANWAG TIERRA PRIMUSFJÄLLRÄVEN

DIGITAL DEVELOPMENT

IT LOGISTICS CSR

MULTIBRAND DISTR. COMPANIES

NATURKOMPANIET PARTIOAITTA FRILUFTSLAND GLOBETROTTER

ROYAL ROBBINS

DEVELOPMENT AND INFRASTRUCTURE(COMMON)

PRESIDENT Alex Koska, COO and Global Sales

EXEC. VICE PRESIDENT Martin Axelhed, Brands

VICE PRESIDENT Henrik Hoffman, Frilufts

VICE PRESIDENT Nathan Dopp, Fenix Outdoor,

American Operations

EXECUTIVE CHAIRMAN AND CEO

Martin Nordin

BRANDS

BRAND RETAILBRUNTON

FINANCE HR

GLOBAL SALESCORPORATE SERVICES(COMMON)

FRILUFTS RETAIL EUROPE AB

SUBSCRIPTION TO OUR COC BY SUPPLIER TYPE

NATURKOMPANIET PART IOA ITTA FR I LUFTSLAND GLOBETROTTER


deeply involved by moving up to the ‘Participant’ tier. We are also commit-ted to supporting the Swedish Global Compact Network.

The group continued its involve-ment in the Sustainable Apparel Coalition (SAC), although we paused our rollout of the Higg Index suite as changes in the questionnaires and in the IT landscape held back a contin-uous application of the tools. In 2018, we were pilot-testing the product mod-ule for a Life Cycle Assessment (LCA) of the products and took part in the beta-test of the new BRM. The update of the Higg Index suite has also led to us revisiting our information and maintenance structure.

As member of the Fair Labor As-sociation (FLA), Fenix Outdoor con-tinuously develops our social compli-ance governance. We are committed to fair labor conditions and we sup-port the concept of a living wage. In February 2018, Fenix Outdoor’s social compliance system was accredited by the board. The accreditation report is available at: http://www.fairlabor.org/sites/default/files/documents/reports/fenix_accreditation_assessment_feb-ruary_2018.pdf

Since 2015, Fenix Outdoor has also been a member of the Textile Ex-change, where several group brands work with peers and scientists on ways to recycle organic material, im-prove supply chain management and choose better materials. In the annual benchmarking program, Fenix Outdoor brands scored highly, often outperforming many reputable brands. We are proud that our prog-ress towards a more sustainable busi-ness is attracting global recognition. We believe that our partnership net-work increases the level of responsi-bility within the industry and comple-ments our efforts for the SAC.

Several of Fenix Outdoor’s entities are members of the European Outdoor Group (EOG), a trade association ad-vocating the European Outdoor Indus-try’s interests. The EOG sets sustain-ability at the core of its activities.

Fjällräven is a member of the European Outdoor Conservation Association (EOCA). EOCA sponsors environmental and nature conserva-tion projects around the globe through membership fees and specific mem-bership support for selected projects. Fjällräven also supports the Swedish

Textile Industry’s Initiative for Climate Action, coordinated by our long-term partner, the Sustainable Fashion Academy.

Various parts of our organization have their own specific association memberships, including the Scandi-navian Outdoor Group, the US-based Outdoor Industry Association (OIA) and the Swedish Standards Institute (SIS). Fenix Outdoor is also a mem-ber of Svensk Handel, various Swed-ish chambers of commerce, the British Standards Institution, and the Ger-man association for the sporting goods industry.One of our entities is a mem-ber of the Swedish Tourist Associa-tion (STF) and another is a member of B.A.U.M., a German initiative for pro-moting environmental management. We are also active in the Swerea Chemical Group (now part of Rise), plus several local initiatives and vari-ous local environmental networks.

Fenix Outdoor engages in open dia-logue with civil society groups, partic-ularly about the environment and hu-man rights. We cooperate in projects or explore best practices and bench-marks for the outdoor industry.

In general, we do not aim for for-malized certifications of management systems. However, in most operations, ISO 9000 and ISO 14000 principles are applied and suppliers or certain materials often conform to particular industry standards, such as GOTS or bluesign.

Core management issues for our entitiesFenix Outdoor’s companies contin-ue to see sustainable growth as a cen-terpiece of their economic strategies and strive to achieve this every year. However, sustainable growth does not mean “growth at all costs”. It is growth that follows the Fenix Way Management Compass®. We need to maintain our profit margin, but we do not only focus on growth or turnover.

The FLA’s assessment of our social compliance management system found that the production and planning pro-cess in most Fenix Outdoor entities show an outstanding level of responsi-bility towards our suppliers. Through our unique business model, Fenix Outdoor does not overestimate or un-derestimate capacities, leading to a reasonable and predictable order vol-ume and a very manageable timeline.

We believe that predictability, reliability and trust are the corner-stones for a good, long-term relation-ship with our business partners.

With respect to the cardinal direction ‘nature,’ our focus has shifted from “the reduction of negative impacts” towards “a positive contri-bution”. Be it the product, our opera-tions, or the materials that we source: we want to find the least harmful material. This is not easy and not all of our entities are at the same level. But through the application and implementation of The Fenix Way, we are all moving in the same direction.

We are also addressing new chal-lenges, such as micro plastic, hazard- free DWRs or single-use plastics in packaging and shipments, and we work with adequate partners such as The Micro Fibre Consortium to be environment and nature-positive.

In 2018, we revisited our sustain-ability strategy. We updated our Fenix Way, which is subject to board approv-al, and we are aiming to re-launch it in spring 2019; we also looked at our material aspects and embedded those in the new 2025 strategy. We are con-vinced that we have made Fenix Outdoor fit for decades to come.

Stakeholder involvementWe held our second Fenix Outdoor Stakeholder Roundtable in May 2017 and will follow ot up in 2019, inviting experts and interested groups from various countries to discuss Fenix Outdoor’s sustainability approach and agenda. We always find these ex-changes with knowledgeable and di-verse organizations and individuals helpful, as they allow us to get new perspectives and take into account new and exciting ideas, moving us closer to our own sustainability vision. We look forward to the next session.

The Materiality Matrix of Fenix Outdoor International AG did not change in 2018.

RecognitionsIn 2018, our sustainability efforts received international recognition. Fjällräven and Naturkompaniet remain among the top three sustain-able brands in the Nordic Region, especially strong in the Swedish industry sector. Partioaitta made it into the top five sustainable brands in Finland. ISS Oekom Research, an


independent international sustainabil-ity rating agency, gave Fenix Outdoor a Prime rating – on a par with blue-chip companies. The Swedish financial newspaper Dagens Industri rated Fenix Outdoor as a leader in sustain-ability. Fenix Outdoor ranks among the top ten sustainable publicly-listed companies and has achieved this with few resources. We are proud of what we have achieved but we also know that we are far from being perfect. It motivates us to continue the path towards a sustainable future.

Friluftsland – Danish to the coreBorn in Denmark, the home of Hans-Christian Andersen, Friluftsland’s development can appropriately be de-scribed as the ugly duckling that grew into a beautiful white swan. Its first store, opened in 1980, was only 16 square meters. But it had strong val-ues, with great love for the outdoors and a passion for outdoor equipment. These values have characterized the company ever since, and it was a per-fect match when Fenix Outdoor ac-quired Friluftsland in 2017.

In 2018, most of the company’s ten stores have been refurbished to a

standard that is unique in the sector, as the goods are presented in a mod-ern and inspiring way. Giving the cus-tomers the right advice for having the best possible experiences in nature re-mains the focus, and this is reflected in the interior design, where the cus-tomer can try on hiking boots in a ‘test

lane’. Backpacks are filled with dif-ferent weights in order to choose the right size and fit. Our goal is for Friluftsland customers to confirm our motto: “Good equipment gives better experiences”.

Friluftsland introduced the concept “A Greener Choice” in 2018,

• Contribution to sustainable economy• Human rights & social concerns

(no under-age workers)• Information on sustainable product

features

• Use of independent certificates• Promote health in the workplace• Reduce water use and pollution

• Reduce energy consumption• Have an anti-corruption policy• Policy against anti-competitive

behavior

Important

• Environmental protection during production Customers: health & safety in the workplace

• Sustainable product assortment• Provide information on eco-friendly prod-

uct maintenance and product features• Consumer safety• Fair animal treatment

• Avoiding CO2 emissions• Promote recycling and reuse• Commitment to external initiatives• Diversity and non-discrimination

High importance

• Avoiding harmful chemicals in production/product

• Having an ethical sourcing strategy excluding worker exploitation

• Long-lasting/durable products• Better customer service/claims

management• Actively promote fair labor conditions

• Waste recovery• Climate impact• Workers/management relations• Sustainable partners & suppliers• Promote well-being of employees

Very high importance

High

con

cern

Conc

ern

Very

hig

h co

ncer

nREVISED FENIX OUTDOOR MATERIALITY MATRIX (NOT CHANGED IN 2018)

SIGN

IFIC

ANT

INFL

UEN

CE O

N D

ECIS

ION

S OF

STA

KEH

OLDE

RS

SIGNIFICANCE OF ENVIRONMENTAL, ECONOMIC AND SOCIAL IMPACTS

Friluftsland Store 2018.


enabling customers to choose greener products certain products are "green-er” than others. Being close to nature and having the same set of values as the rest of the Fenix group, Frilufts-land finds it essential to give the cus-tomers the possibility to make an in-formed choice.

Focus areasThe Fenix Way Management Compass® guides all Fenix Outdoor sustainability initiatives. It remains our universal management tool, man-datory for the whole group. We contin-ue to work on reducing negative en-vironmental and social impacts and focus on positive contributions at each stage of our products’ life cycles.

We address all four cardinal direc-tions of our compass, where N stands for Nature, E for Economy, S for Society and W for Well-being. Having a 360-degree perspective ensures we can deal with potential risks and their repercussions. Various significant im-pacts and negative side effects occur in different stages of our services and product lives. From raw material sourcing, via spinning, dyeing or other processing steps, the transport, sales and usage of our products till they reach the end of their life: all four car-dinal directions of our compass are affected. We want to contribute to healthier, more resilient natural systems, top financial performance, and more knowledgeable, happier and

environmentally-conscious people; so we have a wide array of projects, which are managed and organized by each entity individually. All activities address the compass directions and fo-cus on moving towards sustainability.

At group level, our brands and re-tail companies developed common fo-cus areas: we have addressed social compliance matters throughout the supply chain and within our own or-ganization, in particular by acting on recommendations from our partners at the Fair Labor Association. In 2019, we will conduct a review of our energy efficiency activities in Germany and Sweden; we will also look deeper into our operations in other countries and engage with suppliers, so we can move even further into the Scope 3 emis-sions reduction processes. The regular updating of our car policy leads to a reduction in CO2e emission-levels per kilometer, and all transport-related activities are under constant scrutiny (including optimizing planning and shipping). We require our suppliers to adhere to our Restricted Substances List (RSL). We update our Chemical Guidelines twice a year, reflecting the latest scientific research and our own precautionary approach. This is cas-caded to our operational units, who then address their material matters.

Highlights of 2018In 2018 Globetrotter and Partioaitta continued with their successful initia-

tive of charging for plastic shopping bags. In 2017, we reduced the num-ber of single-use plastic bags in Globe-trotter by 75 percent, to just under 198 000 bags, while in 2018 the com-pany reduced its plastic bag usage by another 96 percent, with just 7 987 plastic bags handed out over the coun-ter. We are charging for single- use plastic bags in our other retail chains and are phasing them out alto-gether. We notice that more and more customers are now bringing their own bags or are buying a reusable shop-ping bag.

In 2018, we held refresher courses on our compliance system, and our sustainability and ethics policies at all our stores and brand headquarters. The training sessions were partly re-corded and were mandatory viewing for those colleagues unable to attend the onsite training. We regularly pro-vide training on compliance, sustain-ability and our sourcing principles. All employees have now received online and personal training.

ComplianceAdhering to laws and regulations is central to our business. We require compliance with our Code of Conduct and we try to ensure that our employ-ees and business partners understand what constitutes compliant behavior and business dealings. We introduced a compliance management system in 2012, which we are continuously im-proving and developing. The Fenix

0

100000

200000

300000

400000

500000

600000

700000

800000

900000

0

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000

900,000

2015 2016 2017

0

100000

200000

300000

400000

500000

600000

700000

800000

900000

NUMBER OF SHOPPING BAGS

2015

2016

2017

2018

Durability in action: repair, cleaning and impregnation service in one of our stores


Outdoor CMS concept complies with the main standards, namely IDW PS 980 and ISO 19 600. As with our sus-tainability report, the Chief Sus-tainability Officer submits an annu-al compliance report to the CEO and the board. Following the compliance guidelines, the Chief Compliance Of-ficer (CCO) submitted his annual re-port to the board in April 2018. As part of the compliance system, all managers are obliged to sign an an-nual declaration that they are fol-lowing the compliance rules and that their staff members are aware of the system. In 2018, Globetrotter held two Compliance Committee meetings. The Compliance Committee com-prises the head of the general work-ers council and the head of the local workers’ council, the head of HR, the CEO and the COO of Globetrotter, the head of CSR and Compliance and the legal counsel of Fenix. The com-mittee meetings were chaired by the CSO/CCO of Fenix Outdoor. During 2018, we addressed structural

changes and compliance with the leadership principles of the Globe-trotter Way. The forum is a valuable platform for open dialogue on vari-ous compliance-related matters and the CCO will address the manage-ment team and store managers dur-ing their regular meetings in 2019.

At Fenix Outdoor, compliance is not only a result of the ethical principles mapped out in the Fenix Way and oth-er internal documents, it also reflects the owners’ will to systematize the handling of ethical and legal matters. In 2018, the number of cases that were directly reported to the CSO did not differ much from 2017.

Opportunity and risk assessementIn 2018, Fenix Outdoor continued to grow, consolidating some areas and addressing weaknesses in some busi-ness units. We also profited from various opportunities: Fjällräven ben-efited from increased global visibility and we continued to extend our

networks in Latin America, Africa and new Asian markets.

The acquisition of Royal Robbins poses some economic and environmen-tal challenges. The brand itself needs to address sustainable sourcing and principles but currently does not have the resources to do so. The central CSR Department will pay special attention to the brand in 2019.

We have reorganized our logistics operations in Germany and built a new B2C service and logistics center in Ludwigslust. We explored the pos-sibility of building solar panels on the factory roof to generate electricity, but a life cycle analysis showed that it was ten times ecologically more bene-ficial in terms of CO2e footprint to pur-chase hydroelectricity from our main provider in Germany. However, Fenix Outdoor will continue looking for op-portunities to use solar power in oth-er locations to reduce our environmen-tal footprint.

2018 was a year of continued polit-ical changes with several uncertain-ties. The US administration contin-ued its ‘America first’ policy but last year saw a trade dispute between China and the US, leading to taxa-tion and newly imposed tariffs, in-cluding textiles. Towards the end of the year, fears in Europe grew with an increased likelihood of a no-deal UK ‘Brexit’ from the EU. A so-called ‘hard Brexit’, where there is no deal, is expected to immediately impose tariffs and duties on goods shipped between the EU and the UK, with possible negative macro-economic repercussions in the UK.

Climate change remained a serious issue in 2018, with an extremely hot and long summer in central Europe, leading to declining sales in the au-tumn. Fenix Outdoor continues to see risks to our operations from the in-crease in extreme weather events, for example through the interruption of transportation and communica-tion infrastructure and the impact on owned or contracted production sites. We still note with great concern the overall long-term changes in climate patterns and expect long-term effects on the functional demands and qual-ity of certain product categories. The increase in trade disputes and the uncertainties around Brexit led to a less positive global economic outlook for 2019.

Case Description (number) Handeling Procedure

Product Safety (1) Claim about unsafe cooker – could not be substantiated; local authority demanded new labeling regarding aluminum products

Labeling (3) See marketing communication

Trade Laws (1) Missing EAC label for export to Russia – corrected

Infringements of Trade-marks (0)

Various counterfeits of our products in the market – stopped and destroyed by customs in several cases; no Fenix infringements reported

Data Safety (1) Hacker attack on our central server was parried and reported to authorities – no data loss detected.

Labor Laws (4) Two cases of unfair dismissal – legal action pending; delay in informa-tion about number of employees with disabilities – fine issued; reporting process revised.

Communication/ Marketing (5)

Inaccurate weight indication – change in labeling; inaccuracy of "made in" labeling (complaint by customs).

Requirement to add information/warning concerning aluminum – new infor-mation issued; To be published in 2019.

Inaccurate food labels – withdrawal of packaging.

Two customers claimed money for “false” marketing claims – no evidence; claims rejected

Harassment (3) Sexual harassment and personal threat; one employee received a warning; one employee was dismissed

Corruption (1) One case reported from externals; no evidence found – possible case of slander

Other (2) Two product recalls due to labeling error and quality reasons; recalled prod-ucts, 618; taken from market, 600; 1008 products recalled as precaution-ary measure.

COMPLIANCE CASES 2018


“In natural science the principles of truth ought to be confirmed by observation.” Carl von Linné (Carl Linnaeus), 1707–1778, the father of modern taxonomy


W e all want to protect and enjoy nature, but we are seeing dra-

matic, rapid and unprecedented losses in biodiversity around the globe. Cli-mate change is severely contributing to this by making certain areas inhab-itable and allowing species of warmer climates to migrate further north.

And, whether deliberately or not, nature lovers are introducing dispos-able products into the environment, including single use-plastic products such as cooking utensils. Once they are lost they can be replaced, as they are cheap and abundantly available, but these products remain in the en-vironment, take a long time to de-grade and affect the food chain, such as when they are eaten by a fish or an-other animal.

Fenix Outdoor’s products are made with longevity, durability and sustain-ability in mind. We purchase materials from sustainable sources, taking into account animal welfare and environ-mentally-friendly farming or produc-tion. We follow closely the evolution of science and industry’s response to cli-mate change, and adapt our business accordingly.

Fenix Outdoor seeks a profound overview of all production and devel-opment phases in our value chain. In the words of Swedish botanist Carl

2. MAPPING NATURE: We Love – We Live – We Protect

Linné: “If you want to understand na-ture you need to observe it.” The prin-ciples of understanding what we do and how we can do better form part of the 2025 strategy for all our brands and retail business.

Key aspectsFenix Outdoor and its entities jointly base their actions on the following aspects:• Reducing CO2 emissions, including

energy conservation measures in all major Fenix locations, and retro- fitting in stores

• Improving our selection of sustain-able materials (in collaboration with the Sustainable Apparel Coalition) and applying the Higg Index suite of tools (e.g. the Material Sustainabil-ity Index, Design and Development Module, Product Footprint tool, etc.)

• Extending our partnership with a textile recycler (I:Collect) and devel-oping our own packaging and logis-tics project

• Strengthening our suppliers’ appli-cation of the Higg Index Facility En-vironmental Module (FEM)

• Continuing to eliminate hazard-ous chemicals and continuously up-dating the group-wide Chemicals Guidelines

• Improving and extending the

content and application of the Social Compliance Guideline

• Partnering with ELEVATE to extend our reach and deepen our knowledge of the full array of supply-chain matters

• Furthering the use of consumer-fac-ing information/scoring systems in our supply chain management and retail business.

In 2018, Fenix Outdoor established or purchased ten new premises, and these formed part of our data gather-ing exercise. We opened the logistics center in Ludwigslust, northern Ger-many, while closing an office and lo-gistics point we had inherited through the acquisition of Royal Robbins.

Resources and emissionsIn December 2018, the UN Climate Change Conference took place in Katowice, Poland. During the confer-ence, a Fashion Industry Charter for Climate Action was adopted, setting ambitious goals for the entire indus-try to keep the rise in global temper-atures well below 2° C, although this “science-based target” is unfortunate-ly ambiguous for industry sectors like ours. But we can report that in 2018 around 32 500 fuel-efficient Primus stoves were sold, thus saving around


40 per cent of energy with each us-age compared with standard stoves for similar uses.

In 2018, Fenix Outdoor’s overall carbon dioxide equivalents (t CO2e) amounted to 9 292 t CO2e (2017: 11 493 t). These data only include ener-gy consumption, shipments, business travel and commutes. The latter have been extrapolated from the previous years as we did not make a survey due to the new GDPR regime in the EU and various IT-based changes. Con-tractors are not included. In 2018, we reduced our overall CO2 footprint and energy consumption in our retail oper-ations; the exact amount cannot be es-tablished at this stage but will form part of our energy project exercise in 2019. We have continued to switch to LED lighting and used green energy. Our operations in Germany, the flag-ship store in Amsterdam and our op-erations in Sweden and Finland all use ‘green power’. Our location in Vierkirchen, Germany is partly heat-ed with biogas from a neighboring or-ganic farm. Emission reduction efforts in 2018 include but are not limited to:

• Retro-fitting stores with more effi-cient lighting, smart facility heat-ing and cooling concepts

• Reducing CO2e allowances for cor-porate cars

• Improved or new machinery in our own production facilities

• Investment in insulation• Developing new locations• Designing efficient production

procedures.

Energy usageFenix Outdoor reduced overall en-ergy consumption in 2018. We im-proved our energy consumption pro-files and reduced the amount of goods shipped by air. The group also used an IT-based reporting tool that provides more accurate data, though there re-mains some ambiguity and some re-ductions can only be explained by pos-sible misstatements in the past, while we believe that we may have slight-ly overstated our consumption. The re-sult includes Royal Robbins and ac-counts for a full year of Friluftsland and Alpen International, who were only partly reflected in 2017.

In 2018, our primary energy sourc-es were gas and coal. A total of 3 472 MWh (2017: 9 818 MWh) were used

plus another 2 095 MWh (2017: 2 329 MWh) from district heating systems. A total of 18 805 MWh electricity were consumed (2017: 16 893 MWh). The primary energy emissions amounted to 1 012 t CO2e (2 234 t CO2e in 2017), while district-heating-related emis-sions dropped to 73 t CO2e (128 t CO2e in 2017). The reasons for this decrease include the use of new conversion fac-tors and the move of several oper-ational units into new set-ups. The scope 2 emissions increased to 2 606 t CO2e due to the integration of a new entity and the full-year accounting of Alpen and Friluftsland (previous year: 1 843 t CO2e); location-based emis-sions would have been 6 524 t CO2e (2017: 6 839 t CO2e). The group’s sys-tematic purchase of green energy is having a significant impact.

Shipment of goodsWe use various modes of transporta-tion for shipping our goods around the globe. We calculated our shipments’ emissions at 3 071 t CO2e (2017: 2 659 t CO2e), with the increase due to the inclusion of a new entity. We have reduced air freight to and from our central warehouse by 43 per cent (after a 30 per cent drop in 2017). We increased shipments by truck and train despite a reduction in shipping volumes. In some locations we contin-ued using the ‘GoGreen’ shipping ser-vice by DHL. In our US operations the number of air freight shipments re-mains high due to customer demands. All shipments to customers from Globetrotter Ausrüstung are carbon-neutral, through the investment in the Globetrotter Vision Foresting Costa Rica. In 2018, the total amount of CO2e compensated for from this project was 508 t CO2e.

Business travelEmission levels were restricted to 130 g CO2/km for all vehicles, accord-ing to the NEDC method. However, the new WLTP methodologies lead to higher average emissions per ki-lometer. As not all car manufactur-ers have adjusted their modelling ac-cording to WLTP we continue with the NEDC values, striving to go below the required WLTP maxima. The average CO2e emissions from our car fleet has dropped to below 126 g/km (NEDC). Business travel-related CO2e emis-sions accounted for 1 520 t CO2e.

(2017: 3 154 t CO2e). The business travel data includes flights, public transportation, corporate cars, and personal cars for all staff members at all locations. The significant difference from the year before is most likely due to double-booking in one location.

Commute to workIn order to form a more holistic pic-ture of our transportation, we conduct-ed a global staff survey of all those working for the Fenix Outdoor Group to calculate annual CO2e emissions. We also looked at how colleagues get to work and establish how many of them do so in ways that help to keep themselves healthy and fit. Low oil prices and the significant growth in staff meant more travel by car. The to-tal CO2e emission from commuting has been extrapolated from previous data as we did not survey it in 2018. We estimate 1 010 t CO2e for our 2018 emissions from commuting activities (n = 1 104; 2017: 842 t CO2).

Offsetting practicesBecause we are not yet able to elimi-nate our energy, transport and prod-uct-related emissions, we decided to offset our greenhouse gas emissions by investing in carbon-offset projects. We have compensated for our CO2e emissions through investment in Gold Standard Projects with various en-tities. The projects we have invested in can be identified below*. The total amount we compensated for was 14 367 t CO2e (2017: 14 935 t), consisting of transport of shipments, business travel, commutes, energy consump-tion, some product-related offsets, and internal as well as external events (ISPO, Outdoor Europe and IWA). In addition, marketing materials such as catalogues and flyers were offset as part of the purchase agreement, which amounted to about 93 t CO2e (2017: 55t). Leather for Hanwag was com-pensated, too: 105 t CO2e was com-pensated for by African reforestation projects. We have taken the next step towards a holistic carbon dioxide man-agement in our carbon policy. In our new strategic plan we will strive for

* https://mer.markit.com/br-reg/public/project.jsp?project_id=103000000002183Kikonda Forest Reserve: www.global-woods.comClimate Partner projects: climatepartner.com /11148-1806-1001; 11148-1901-1002 to -1014


full carbon neutrality. However, we need our peers and suppliers to move with us to the next level. We will use the Higg Index tools and other means to monitor and steer our efforts.

An overview of the total substanc-es used in our material list illustrates our sustainability efforts in this area.

WaterWe are increasingly concerned that water pollution seems to be accepted by many industries as collateral dam-age to development. We at Fenix Out-door view this quite differently and we are trying to mitigate the impact of what we do by using techniques like spin-dye®. It is our approach to re-duce water consumption in the mak-ing of our poducts. We have therefore partnered with suppliers, who care (like Heinen Tannery or spin-dye). The amount of water consumed was 89 889 cubic meters (2017: 105 516 cubic meters). Extrapolated, this means an overall consumption of 101 534 cubic meters.

The vast majority of water usage at Globetrotter Ausrüstung was for the canteen, the different pools and ice chambers in stores and the irrigation of green spaces in the US and China. The water we consume is mainly drawn from the community supply (groundwater, with some surface wa-ter in northern Finland, South Ko-rea and Slovakia). In some locations we tap lake or river water where it is abundant and clean. The main pur-pose is for drinking, cooking and household use. All effluents were col-lected in community sewers and treat-ed at a public treatment plant. No tox-ic chemicals were released by Fenix Outdoor operations into sewers or sur-face water bodies. We estimate that about 69 000 cubic meters (2017: 62 230 cubic meters) were released by our operations (toilets, washing, kitchens).

We do not discharge any wastewater that requires Chemical Oxygen Demand (COD) monitoring, nor do we use halogenated absorbing organ-ic compounds. Our wastewater is like those of normal households. Our part-ner tanneries, down finisher, weavers and dye house operators are located in Germany, Croatia, Italy, Japan, South Korea, China and Vietnam. They op-erate their own treatment plants or are adjacent to industrial treatment

MATERIALS Amount conventional

Amount certified

sustainably sourced

Amount certified recycled

Thereof CO2 neutral

Amount CO2e (compensated)

Paper 57 085 kg 1 406 818 kg 35 834 kg 99,4% 14 763 kg

Ink 1 007 kg 1000 kg 0 kg 0% 0 kg

Plastic 122 kg 0 kg 0 kg 0% 0 kg

Cardboards 264 kg 0 kg 0 kg 0% 0 kg

Wood 12 062 kg 100 kg 20 kg 0% 0 kg

Glue 72 kg 0 kg 0 kg 0% 0 kg

PVC 12 kg 0 kg 0 kg 0% 0 kg

Other materials 7 kg 0 kg 0 kg 0% 0 kg

MARKETING MATERIAL TABLE 2018

Office supply Amount conventional

Amount More Sustainable

Amount recycled

Paper 7 450 kg 1 444 kg 2 583 kg

Cardboard 13 698 kg 183 kg 178 381 kg

Toner/Ink 218 kg 1 kg 64 kg

Plastic 3 376 kg 1 232 kg 2 993 kg

Glue (glue stick, sticky tape) 3 536 kg 152 kg 0 kg

Metals 376 kg 42 kg 16 kg

Other Materials 377 kg 106 kg 100 kg

Packaging

Paper 4 295 kg 49 569 kg 41 378 kg

Cardboard 408 707 kg 1 793 kg 57 940 kg

Polyethylene 11 081 kg 426 kg 71 kg

Plastics (Non Spec.) 65 356 kg 0 kg 22 214 kg

Polypropylene (e.g. Straps, Tapes)

696 kg 0 kg 0 kg

PVC (e.g. Tapes) 15 kg 0 kg 30 kg

Other Materials 29 573 kg 0 kg 0 kg

Waste types Weight in kgPercent of total

waste (range)Disposal method

Plastic 59 597 0,6 - 44 % Recycling / Landfill / Recovery (chemical/thermal)

Residual/ household waste 104 967 0,5 - 12 % Recycling / Composting / Landfill / Recovery (thermal)

Paper 593 642 25 - 76 % Recycling/ Reuse (landfill)

Chemicals (hazardous) 444 < 1% Recovery (chemical/thermal)

Chemicals (non-hazardous) 1 684 ca. 3% Recovery (chemical/thermal)

Metal 15 740 2- 10 % Reuse/Recycling

Wood 32 165 ca. 2% Reuse/Recycling/ Composting

Glas 839 4 - 8 % Recycling

Organic waste 14 250 ca. 18 % Composting (Landfill)

Electrical waste 1 890 2 - 3 % Recycling/ Recovery (chemical/thermal)

Other waste 1 956 25 - 65% Recycling /Landfill

Hazardous 744 < 1% Recovery (chemical/thermal)


plants. Our partners follow our Chem-ical Guidelines and most use envi-ronmentally-sensitive detergents or agents for cleaning or production. Our partners’ treatment plants are regu-larly monitored by public authorities; our partners in Germany, Japan, Korea, China and Vietnam mostly op-erate under the ISO 14001 system. Overall wastewater discharge data are publicly available via partners’ sustainability reports.

MaterialsFenix Outdoor aspires to improve the ecological profile of our materials. We use recycled, organic, biodegradable or recyclable materials and in the past year we have been using more natu-ral fibers where possible. We have en-hanced our accuracy in data collection and material specification. All of our brands apply the Higg Index criteria wherever possible. As a member of the Sustainable Apparel Coalition and ac-tive user of the Higg Index, we contin-ue to re-think our choice of materials. The Higg Index works as a self-assess-ment tool internally, incorporating the Materials Sustainability Index (MSI) and the Design and Development Module (DDM).

Materials summaryThe table shows an overview of the ma-terials used and the recycling content or other environmentally-preferred at-tributes. We are increasingly looking at recycling products that have reached the end of their lives for input to new products, and through our stores and Royal Robbins we have col-lected more than 5,7 t of textiles and shoes for the I:Collect recycling stream. We also offer repair and care services. Around 12 500 pairs of Hanwag shoes were re-soled in 2018.

Waste managementFenix Outdoor’s motto is: ‘repair, re-use, recycle’. This is part of our strat-egy regarding longivity and durabili-ty. Unfortunately, this is not always possible, and apart from the product itself, we deal with waste along the production chain, starting from bio-degradable raw materials via chemi-cal waste, wastewater effluents from dye houses and chemical treatments, and waste from cutting, sewing and packaging. We use our warehouses to collect broken, unwanted or recalled

MATERIAL USE (ALL PRODUCTS)

Material Total Material

Use

Trend

PLANT-BASED FIBERS AND MATERIALS

Conventional More Sustain-able/Organic

Recycled 598346 kg

Cork 350 kg 0 kg 0 kg 350 kg

Cotton 214 841 kg 371 405 kg 46 kg 586 292 kg

Hemp 3 123 kg 232 kg 0 kg 3 355 kg

Linen 570 kg 565 kg 1 135 kg

Nuts 11 kg 0 kg 0 kg 11 kg

Wood 2 712 kg 44 55 kg 0 kg 7 167 kg

Other plant-based fibers and materials

0 kg 36 kg 0 kg 36 kg

ANIMAL MATERIALS 347476 kg

Alpaca fiber 290 kg 0 kg 0 kg 290 kg

Beeswax 2 150 kg 0 kg 0 kg 2 150 kg

Down 0 kg 11 865 kg 0 kg 11 865 kg

Leather 256 662 kg 0 kg 0 kg 256 662 kg

Silk 844 kg 0 kg 0 kg 844 kg

Wool 67 407 kg 4 893 kg 3 365 kg 75 666 kg

MAN-MADE CELLULOSIC FIBERS 41951 kg

Acetate 6 160 kg 0 kg 0 kg 6 160 kg

Lyocell (e.g. Tencel) 5 244 kg 8 076 kg 0 kg 13 320 kg

Modal 0 kg 19 900 kg 0 kg 19 900 kg

Viscose 2 572 kg 0 kg 0 kg 2 572 kg

SYNTHETIC FIBERS 1 493 218 kg

Biobased synthetics (e.g. from crop, sugar)

269 kg 0 kg 0 kg 269 kg

Elastane (e.g. Lycra, Spandex)

30 538 kg 70 kg 0 kg 30 608 kg

Polyacrylic 10 082 kg 0 kg 0 kg 10 082 kg

Polyamide (Nylon, etc.) 381 925 kg 7 259 kg 24 279 kg 413 463 kg

Polyester 511 592 kg 23 712 kg 196 328 kg 731 632 kg

Polyethylene 21 658 kg 0 kg 0 kg 21 658 kg

Polypropylene 189 998 kg 0 kg 0 kg 189 998 kg

Polyurethane 95 387 kg 0 kg 0 kg 95 387 kg

Thermoplastic Polyurethane

76.2 kg 45 kg 0 kg 121.2 kg

METALS AND INORGANIC COMPOUNDS 465 751 kg

Aluminum 44 622 kg 56 kg 3 kg 44 680 kg

Brass 30 121 kg 0 kg 0 kg 30 121 kg

Copper 60 kg 0 kg 0 kg 60 kg

Copper, Beryl. 60 kg 0 kg 0 kg 60 kg

Glass 15 kg 0 kg 0 kg 15 kg

Sintered Iron 25 kg 0 kg 0 kg 25 kg

Stainl. Steel 137 935 kg 0 kg 0 kg 137 935 kg

Steel 154 903 kg 0 kg 0 kg 154 903 kg

Tin 1 945 kg 0 kg 1 750 kg 3 695 kg

Titanium 536 kg 0 kg 0 kg 536 kg

Other Metals and inorganic compounds

93 667 kg 53 kg 0 kg 93 720 kg


products. In 2018, around 25 per cent (2017: 17 per cent) of all e-Com prod-ucts were returned due to fit, double-order, etc. (this refers to all brands and products sold in our online stores based on items). The goods were checked and re-stocked. For the B2B business, the return rates vary from region to region and range from 0,03 to 0,45 per cent of products sold. The average is around 0,4 per cent (2016: 0,5 per cent) of all items sold through our warehouses in the Netherlands, Norway, and the United States. About 56 per cent were re-stocked or re-paired and used again; the rest of the products were destroyed. In addition, the warehouses reclaimed and recy-cled packaging waste, as legally re-quired. Waste at the various locations we are operating in is hard to measure as no unified system for waste man-agement and assessment exist. While some locations handle waste based on weight, others do so by volume, while smaller ones only pay a lump sum for the various bins or collectors they use. Overall datasets are not reliable.

Animal welfareWe always strive to improve the ani-mal welfare in our down supply chain, wool chain and leather chain. We do rely on our partners to play their part, though our strict standards ensure a selective partner network. In 2018, we did a shadow-audit of our down flow by an external certifier in China, intensi-fied our efforts in wool sourcing in Swe-den and continued our partnership in the leather supply chain in Germany and the Alps. All recommendations we received and all deviations we detect-ed were addressed and improvements were already visible in 2018.

BiodiversityThe head office for Globetrotter Aus-rüstung is close to the Höltigbaum na-ture reserve, a former military train-ing site that became a protected area in 1997 and 1998. The nature reserve spreads over an area of 558 hectares and is classified as IUCN category IV: habitat-/species management area. In total, 58 plants and 78 animal spe-cies of the IUCN Red List are protect-ed in the area. To protect the openness of the landscape, Galloway and High-lander cattle, sheep and African goats graze in the reserve. Through the Globetrotter Foundation we support

FOAMS 25 kg

Other foams 25 kg 0 kg 0 kg 25 kg

RUBBER 155 313 kg

Butyl rubber 155 000 kg 0 kg 0 kg 155 000 kg

Chloroprene rubber (Neopren)

135 kg 0 kg 0 kg 0 kg

Elastomeric polyure-thane rubber

171 kg 0 kg 0 kg 0 kg

Foamed rubber 4 kg 3 kg 0 kg 7 kg

Other rubber 983 kg 0 kg 0 kg 983 kg

OTHER MATERIALS AND SUBSTANCES

949683 kg

Batteries 15 kg 0 kg 0 kg 15 kg

ePTFE 34 800 kg 799 kg 0 kg 35 599 kg

Glue 87 866 kg 0 kg 0 kg 87 866 kg

LPG Gas 183 293 kg 0 kg 0 kg 183 293 kg

Mineral Spirirts (Var) 1 636 kg 0 kg 0 kg 1 636 kg

Paints 110 kg 0 kg 0 kg 110 kg

Paraffin 275 465 kg 0 kg 0 kg 275 465 kg

Pentane/Heptane 18 000 kg 0 kg 0 kg 18 000 kg

Silicone 75 kg 0 kg 0 kg 75 kg

Solvents (Non Spec) 120 kg 0 kg 0 kg 120 kg

Vinylon F 347 504 kg 0 kg 0 kg 347 504 kg

the protection efforts and the devel-opment of the reserve. Several Fenix Outdoor brands have committed to avoid genetically modified materials (GMOs) and overall retail and brands are between 65 per cent and 100 per cent in GMO free cotton use.

ConclusionFenix Outdoor made great progress in some areas in 2018, but we have not been able to achieve all our targets. Several data points do not meet the quality expectations of the Sustain-

MATERIAL USE (ALL PRODUCTS)

Increase

Decrease

Stable

New material

Clarifications

ability Office to be able to report on them in full confidence. Some serious deviations (see Fact Sheet) stem from a different sourcing as well as shifts in operation and deletion of double-ac-counting. Water and waste data are mainly extrapolated and we need to have better control of them in future. Challenging targets for the 2025 strat-egy have been set. We want to leave the basecamp in a better shape than when we found it and we constantly work on it, contributing to a better en-vironment wherever we are.

+


Product development and innovation:our choice for sustainabilityWe have introduced “A Greener Choice” in all our retail operations, and our customers have already responded positively, as the table to the right shows.

Fjällräven Greenland Re-wool jacket It was a Scandinavian climbing expe-dition to Greenland in 1966 that sym-bolized the need for functional and du-rable outdoor clothing. Based on the feedback of those climbers, the first Fjällräven jacket saw the light of day. Over the years the Greenland Jacket has become one of Fjällräven’s signa-ture garments. Today, the Greenland family consists of a number of products that are all made in G-1000, featur-ing details and characteristics from the original model in 1968.

Although we try to minimise waste and spill material, we can’t avoid it entirely. But with Re-Wool we’re using surplus wool to make brand new prod-ucts. Using traditional Italian crafts-manship, the recycled wool is colour-sorted, shredded, then blended with

other colours for unique results. Fi-nally, we mix the yarn with polyester or polyamide for extra strength. This process not only minimizes waste, it also means less virgin wool is required to make our wool sweaters, jackets and shirts. Using recycled wool (pre and post-consumer recycled wool) is a contribution to sustainability, bring-ing new life to a product and material that otherwise would have been lost. Washed, shredded and spun into new yarns, it is another sustainable contri-bution to our Greenland family.

Recycling wool is far less energy and resource intensive than using vir-gin wool. It takes wool that’s already been spun and dyed, and would other-wise be thrown away, and turns it into a new product. •

Tierra Flon Rain JacketThe Flon Rain Jacket is a wind and waterproof fluorocarbon free shell jacket made out of 2,5-layer polyester. It is lightweight and fits in your back-pack to be used when the rain comes. Reflective details on both the front and back make you visible in the dark. The jacket has a fully adjustable hood, and adjustable cuffs and waist.

We have chosen to use only one ma-terial in Flon: polyester. This ‘mono-material’ allows the garments to be re-cycled in the future. The face fabric polyester is recycled and the DWR is free from fluor carbons, making Flon is a natural choice for the conscious outdoor enthusiast.

Tierra has switched the virgin nylon to recycled nylon in the main fabric in its best-selling pants in the running range, “Ace Pant” for men and wom-en and “Lite Track Pant + Convertible Pant” for men and women. Tierra has also started to use bio-based polyester fabric (30% bio based PES in total), for all our linings in it's new range of win-ter parkas (together with 100 per cent recycled polyester padding). •


Frilufts Retailer % of products evaluated (based on

total number of products sold)

Amount of Products that

qualify as A Greener Choice"

% of products qualifying for

"A Greener Choice"

Amount of products labeled as "A Greener Choice"

sold

"A Greener Choice" net sales vs total

sales in %

Friluftsland 26 208 11 13 143 15

Globetrotter 0 374 3,48 72 980 3,71

Partioaitta 50 356 5,5 62 376 9,7

Naturkompaniet 80 923 6,7 264 200 18

Hanwag Tarso Low Es and Saldana Low LadyHanwag’s Tarso Low Es and Saldana Low Lady Es shoes now have an in-novative new sole that has been made using environmentally-friendly tech-nologies. They are manufactured ex-clusively in Europe and can be re-soled thanks to a pinched design. The water-proof, breathable and sustainable Eco-

Shell Footwear membrane has meant that we have completely phased-out the use of any kind of harmful fluori-nated chemicals. Hanwag TubeTec Eco is an innovative, extremely comfortable sole technology that uses polyurethane, which consists of 25 per cent recycled materials. •

Frilufts Broby Padded Jacket Men and Padded Coat WomenThe Broby Padded Jacket consists of environmentally sound wind and wa-terproof material to keep you warm and dry. It feels dry even in cold and wet weather conditions. The outside is sturdy, while the interior material is soft and smooth and ensures good moisture transport. The filling ma-terial is a breathable synthetic fiber filling (Thermore), which offers very good insulation performance. In ad-dition, the knitted cuffs, the stand-

up collar, the drawstring in the hem and the hood (with fake fur trim) pre-vent wetness and cold wind from en-tering the jacket. The drawstring at waist height gives the long-cut jacket a good fit. There are five pockets for storage. The coat for women has dec-orative buttons that keep the storm flap in place, and the drawstring at the waist ensures a flattering fit. Diagonally-attached pockets complete the design. •

Primus AerilThe Primus Aeril is a multifunction-al and durable portable camping stove that allows you to cook over open fire. Made from stainless steel, the sturdy legs and solid design are ideal for use with the included grill gate. The grill is developed to last for generations and ages well. We have spare parts to replace worn components if needed, and, if your grill is damaged beyond repair, its component parts can be re-cycled to produce new products. •

A GREENER CHOICE


ROYAL ROBBINS WAS a pioneer of Amer-ican Big Wall Climbing in Yosemite National Park in California. With his wife, fellow climber Elizabeth Burkner, he built the apparel compa-ny now known as Royal Robbins.

In 1967, Liz became the first woman to climb Half Dome in Yosemite. Liz and Royal posed at the top as a tourist snapped what would become an icon-ic photo. Seeing the photo of their torn jean shorts, they said, “Maybe we had better get in the apparel business!”

Royal and Liz belonged to a pro-gressive band of climbers who coined the term “clean climbing”: techniques for climbing big walls with little or no damage to the rock, in keeping with their deep respect for nature. Follow-ing the Half Dome ascent, Royal and Liz completed a revolutionary first climb of a route using only clean

climbing techniques. They called the route “Nutcracker”, after the remov-able climbing nuts they utilized. To this day, “Nutcracker” symbolizes clean climbing and the Royal Robbins brand’s sustainable ethos.

IN 1968 THE ROBBINS couple founded a shop for climbing gear such as pi-tons, ropes, hammers and nuts with the name 'Mountain Paraphernalia', out of Liz’s father’s garage in Modesto, California. A few years later, the cou-ple added clothing, which they called 'Mountain Threads'. They imported heavy wool sweaters from the Lake District of England. The Herdwick and Swaledale sheep’s wool was ide-al for cool weather climbing. The Rob-bins realized climbers would much rather buy 'gear' than clothing. Mar-keting the woolen jumpers as ‘Sweat-

Royal Robbins joins the Fenix familyFenix Outdoor’s newest brand is the namesake of legendary American climber Royal Robbins, above, with his wife Liz.

ers as Gear’, sales took off, so the cou-ple focused solely on apparel, with Liz designing new products like 'the Blue-water Short', still a bestseller.

In 1982, the company changed its name to “Royal Robbins”, partly due to Royal’s popularity. Royal also felt this would show that he stood behind his products. The goal was to measure each design against Royal’s specifica-tions of quality, comfort, durability, and create a look that had a sense of the values of Liz and Royal Robbins.

The brand’s vision is to inspire ad-venture, and its mission statement is: “Born in Yosemite Valley, we make ver-satile apparel for people who bring the spirit of a life lived outdoors to every-thing they do.” The Royal Robbins team still brings the “Nutcracker” ethos to all they do, promising customers clothing that can go everywhere. •


OUR FOOTPRINTS PER CAPITA

INDICATOR 2018 CO2e (t) 2017

Primary Energy (kWh) 3 472 518 1 012 9 818 167

Primary Energy (MJ) 12 501 064 35 345 402

Electricity (kWh) 18 804 687 2 606 16 892 703

Electricity (MJ) 67 696 872 60 913 732

District Heating (kWh) 2 094 697 73 2 328 678

District Heating (MJ) 7 540 911 8 383 241

FACT SHEETENVIRONMENT 2018

ENERGY CONSUMPTION

EMISSION 2018 2017

NOx 174 180 6 480

SOx n/a 863

CO 2 285 1 019

HC 755 318

PM 198 188

OTHER EMISSIONS (INCLUDED IN CO2e CALCULATIONS) IN KG

MODE 2018 2017

Trucks 1 906 1 012

Sea 241 348

Air 914 1 550

Other (train) 10 n/a

CO2e FROM SHIPMENTS BY MODE OF TRANSPORT (t)

MODE 2018 2017

Car 368 1 949

Bus 0,04 53

Train 35 47

Boat 0,23 332

Air 1 117 1 155

CO2e FROM BUSINESS TRAVEL BY MODE OF TRANSPORT (t)

3

5CO2e (t)

kWh

9 780

12 975

11 598

4 952

TRAVEL(km, exkl. commutes)

6*

139

41

48,8

H2O (m3) INKL IRRIGATION

PAPER CONSUMPTION (kg)* paper as reported

“consumed” for office purposes

20182017

* The deviations 2018 over 2017 can be explained by different data sources and references; subsequently a comparison 2018 over 2017 is not possible but for completeness both years are presented here.


O ur group consists of three seg-ments: Brands, Global Sales and

Retail (Frilufts Retail Europe). Fenix Outdoor’s brand segment consists of six outdoor brands. Our goal for the group is to achieve a minimum growth rate of 10 per cent per annum, keeping a consistent profit before tax of at least 10 per cent. To do so, Fenix Outdoor has adopted a two-fold ap-proach: organic growth based on a strong retail network and brands known for high-quality products, as well as expansion through acquisitions.

Fenix Outdoor is a Swiss corpora-tion, officially named Fenix Outdoor International AG and listed on the Stockholm Exchange OMX Nasdaq Large Cap. Four of the six board members are independent of the com-pany and its management group. Fenix Outdoor is based in Zug, Switzerland, with its major opera-tions located in Sweden, Germany, the USA, Canada, Norway, Finland, Denmark, Austria, Switzerland, United Kingdom, the Netherlands and China. Our major markets corre-spond to the locations of the opera-tions, showing the deep-rooted tradition of the brands and retailers.

We enjoyed a successful year in 2018, building on our achievements of the previous year. The past year’s highlights include our purchase of

3. ECONOMY – getting ready for the next stage

Primus develops and sells camping equipment used for boiling, heating and lighting, powered by gas and liquid fuels.

Tierra is known as a strong brand in hi-tech clothing for demanding out-door activities.

Fjällräven is a leading European brand in outdoor clothing and equipment.

Brunton is a US brand known for inno-vations in compasses and portable power.

FriluftsOur Frilufts Europe Retail AB segment consists of four retail chains: Naturkom-paniet AB, which consists of 35 outdoor stores in attractive locations in Sweden; Partioaitta Oy, with 17 stores located in Finland; Globetrotter Ausrüstung GmbH in Germany with ten high street stores and two outlet stores; and Friluftsland in Den-mark, with ten locations.

Hanwag is a traditional European brand for technically-advanced trekking, outdoor, and alpine shoes.

Royal Robbins is a US brand, known for its travel and active outdoor apparel.

Brands Frilufts Global sales Common Total %

EXTERNAL SALES PER MARKET

Jan-Dec2018

Jan-Dec2017

Jan-Dec2018

Jan-Dec2017

Jan-Dec2018

Jan-Dec2017

Jan-Dec2018

Jan-Dec2017

Jan-Dec2018

Jan-Dec2017

Switzerland – – – – 10,4 10,1 – – 1,8 1,9

Sweden 13,6 14,8 56,4 57,5 – – – – 12,2 13,4

Other Nordic countries 5,1 5,5 42,9 30,4 37,5 40,8 – – 14,9 14,2

Germany 64,3 62,1 174,1 182,6 – – 1,6 1,3 41,9 45,6

Benelux 14,5 8,5 – – 6,7 11,2 – – 3,7 3,6

Other Europe 13,0 5,6 – – 38,0 37,2 – – 8,9 7,9

North America 43,0 23,5 – – 31,3 28,2 – – 13,0 9,6

Other World 2,4 3,2 – – 17,6 17,4 – – 3,5 3,8

Total 155,9 123,2 273,4 270,5 141,5 144,9 1,6 1,3 100 100

NET SALES PER MAJOR MARKET (IN MEUR)


GROUP OPERATING PROFIT (TEUR)

84 940

2018

THE INCOME AFTER FINANCIAL ITEMS (TEUR)

2018 2017

EARNINGS PER SHARE (EUR)

2018 2017

GROUP NET PROFIT (EUR)

2018 2017

88 431

2017

82 22788 521

60 62767 428

4,515,01

Account 2018 2017

Total Net sales 572 408 539 936

Totel Other operating income 10 372 12 709

Suppliers and Services -374 004 -357 946

Result of associated companies 2 141 2 214

Interest income 746 372

Interest costs -1 668 -2 442

Total tax -21 093 -21 555

Net P&L for the year 67 429 60 672

Salaries 84 886 78 159

Pension plan 3 950 3 495

Other social costs 15 392 15 088

Donations 367 390

CONSOLIDATION (IN TEUR)

Royal Robbins and the opening of our logistics center in Ludwigslust, Ger-many. We continue to develop global-ly, and this has become evident in the types of challenges that we are facing. Grey imports based on price arbitrage due to price differences, differences in taxes and exchange rates have be-come much more complex, and the rise in certain counterfeits of our products is evidence of this. We have achieved good growth in our key markets. We did not receive any subsidies in 2018. A tax breakdown is given in the table.

SEGMENT TEUR equiv.

Brands Segment 7 636

Commons 7 974

Frilufts Retail 2 051

Global Sales 3 431

GROUP 21 092

TAXES PAID PER SEGMENT 2018

MEUR 2018 2017 2016 2015 2014

INCOME STATEMENT Net sales 572,4 539,9 486,2 451,0 237,3Depreciation/amortization -14,2 -12,7 -13,1 -13,0 -5,8Operating profit 88,4 84,9 60,5 32,6 28,9Net financial income 0,1 -2,7 -1,9 -0,8 -1,0Profit/loss after financial items 88,5 82,2 58,6 31,8 32,6Tax -21,1 -21,5 -10,4 -10,0 -11,9Net profit for the year 67,4 60,7 48,2 21,8 20,7

BALANCE SHEETFixed assets 119,2 100,6 79,4 74,2 77,7Inventories 133,3 132,7 121,1 116,3 108,5Accounts receivable - trade 42,9 39,8 39,9 23,4 24,9Other current assets 5,4 4,9 4,8 15,4 20,7Cash and cash equivalents, current investments 101,9 93,7 76,8 58,0 41,0Total assets 402,7 371,7 322,0 287,3 272,8

Equity attributable to the parent company´s shareholders

285,6 230,8 186,7 147,8 114,5

Minority shareholdings 0,0 0,0 2,6 2,3 21,4Provisions, etc 12,9 13,8 9,5 5,2 8,3Non-current liabilities, interest-bearing 12,0 1,9 0,0 0,0 11,1Other non-current liabilities 1,0 1,0Current liabilities

Interest-bearing 12,9 50,7 52,2 64,8 49,1 Non-interest-bearing 78,3 73,5 71,0 67,3 68,3

Total equity and liabilities 402,7 371,7 322,0 287,3 272,8

CASH FLOWCash flow from operating activities 79,0 68,6 51,6 21,1 19,1Cash flow from investment activities -31,6 -36,6 -11,8 -4,3 -23,3Cash flow after investments 47,4 32,0 39,8 16,8 -4,2

KEY RATIOS Growth in sales, % 6,0 11,0 7,8 90,0 12,0Profit margin, % 15,5 15,7 12,4 7,2 12,2Return on total assets, % 23,3 24,6 19,9 11,9 16,1Return on equity, % 26,1 29,1 28,8 16,6 18,3Equity/assets ratio, % 70,9 62,1 58,0 51,4 42,6Average number of FTE employees 2.492 2.270 2.128 2.008 906

DATA PER SHARENumber of shares, thousands per 31/12 35.060 35.060 35.060 35.060 34.850Gross cash flow per B-share, EUR 6,06 5,45 4,55 2,60 2,00Earnings per B-share, EUR 5,01 4,51 3,58 1,63 1,56Equity per B-share, EUR 21,43 17,15 13,87 10,98 8,64Market value 31/12, EUR 84 99 71 44 38P/E ratio 17 22 20 27 24Dividend per B-share, EUR 1) 1,17 1,02 0,84 0,54 0,42

DEFINITIONS: PROFIT MARGIN: Profit/loss after financial items as a percentage of net sales. RETURN ON TOTAL ASSETS: Profit/loss after financial items plus interest expenses as a percent of average equity. RETURN ON EQUITY: Net income as a per cent of average equity. EQUITY/ASSETS RATIO: Equity as a per cent of total assets. GROSS CASH FLOW PER SHARE: Profit after tax plus depreciation/amortization divided by average number of shares. EARNINGS PER SHARE: Net profit divided by average number of shares. EQUITY PER SHARE: Equity divided by average number of shares. P/E RATIO: Market value at year-end divided by profit per average number of shares.1) Proposed dividend per B-share 10,0 Swedish Kronor and per A-share 1,0 Swedish Kronor


FACT SHEETECONOMY 2018


W e are building strong relation-ships with our suppliers, retail-

ers and service providers, but also engaging with customers and civil society groups. Our Supplier Code of Conduct has been developed in line with the Fair Labor Association’s (FLA) Workplace Code and is regular-ly reviewed. Of 144 registered suppliers, we have re-audited 70 for environmental and social aspects; we screened 18 out of 19 new suppliers, and the other one will be screened in 2019. The screening also covers health and safety, and human rights aspects.

We audit our supply chain partners by the Fenix Outdoor/FLA standards. In early 2018 we were accredited by a unanimous vote of the FLA Board. With Fenix’s high level of systematic social compliance management over the years, the FLA conducted just one surveillance audit on a randomly selected factory. All audit results have been or will be published on the FLA website, with an overview of the find-ings on the factsheet. Our internal auditors are constantly in touch with audited suppliers to ensure they fol-low improvement plans. The FLA is aware of all Tier 1 suppliers the Fenix Group works with and asks members to update their lists every year.

4. SOCIETY – Making things right

In 2019 we will step up our brands’ engagement with our social compli-ance procedure. We will also audit the new suppliers that came with our ac-quisition of Royal Robbins. The cen-tral Sustainability and CSR office has been restructured and Saskia Bloch will lead social compliance matters in the supply chain for all brands, devel-oping the present system and increas-ing transparency.

Fenix also held joint training ses-sions on the FLA principles of respon-sible purchasing and root cause anal-ysis, giving practical tips on being in a factory without being a social auditor. Fenix has its own social compliance team in Asia, complemented by third-party services, and is currently explor-ing the possibility of building a global network and adding freelancers in-tegrated in our teams. The 2018 sub-scription rate to our code was similar to 2017 (see Chapter 1).

As an active participant in the UN Global Compact, Fenix Outdoor moni-tors developments in human rights activities. Most countries have human rights action plans, asking companies to apply the Ruggie Principles and OECD Guidelines. Sweden, France, The Netherlands, Switzerland, the UK, and Germany have all increased

their focus on achieving more trans-parency throughout the supply chain: France, the Netherlands and the UK have introduced legislation, while Germany is actively monitoring com-panies of a certain size for evidence that human rights matters are ob-served and addressed. We believe our social compliance system and long-term relationships with suppliers pro-tect us from major human rights viola-tions, but we address any issues with the supplier or simply take our busi-ness elsewhere. Fenix Outdoor is also working on our procurement due diligence processes to make them more transparent.

Supply chain characteristicsfor brand segmentsThe supply chain of the different Fenix Outdoor entities reflects our decentralized business. All Fenix enti-ties work directly with their suppliers, though due to historical reasons and the smallness of some entities, agents and intermediaries are also used. The group is working with new suppliers and discontinuing relationships with others. In the apparel business we do have a global supply chain (mainly Europe and Asia); we produce shoes, compasses and stoves in our own


factories, and we source raw materials in the USA, Europe and Asia. In most cases we have long-term direct rela-tionships with all our partners in the supply chain: from yarn producers and weavers to dye houses and manufac-turers. The retail business is different as it works with brands and so this is not reflected in this chapter.

Our business relationships rest on trust and cooperation and our partners are increasingly sharing our values.

Modern human resource management Working in the textile industry is physically demanding, with long hours and health and safety risks, but it sel-

Vietnam 54

China

Lithuania

Taiwan 3

Germany 1

Sweden 3

Korea 2

Italy 3

Morocco 3

India 6

Poland 1

Sri Lanka

Indonesia 2

Ukraine

Croatia

Hungary

Latvia

Portugal

Estonia

Vietnam 54

China

Taiwan

Croatia 3

Estonia 1

Portugal 3

India 2

Ukrain 3

Hungary 3

Germany 6

USA 1

Korea

Indonesia 2

Sri Lanka

Italy

Poland

Latvia

Lithuania

Turkey 1

China

Vietnam

Portugal

Sweden 3

Lithuania 1

Taiwan 3

Estonia 2

Ukraine 3

Croatia 3

India 6

Germany 1

Poland

Indonesia 2

Moldova

Korea

Morocco

Sri Lanka

Latvia

USA 1

dom pays adequate wages, as some customers want cheap or disposable garments. The textile business is of-ten an entry to development, but once a society becomes more wealthy and aware, employees prefer working in other industries, often for better pay and easier physical work. The fac-tories’ response to staff turnover does not always put workers’ health and well-being at its core, but the outdoor industry’s 'slow-fashion' nature allows it to work with factories and suppliers on these issues.

It is essential for us to gain insights into our business partners’ sustaina-bility engagement. In 2018, we sent them our Global Reporting Initiative

questionnaire. Respondents included our service providers (e.g. cleaning services and shipping companies), tra-ditional suppliers (raw material pro-viders, manufacturers) and partner organizations (retailers).

A total of 76 suppliers answered the survey in 2018 (57 in 2017). Most are either certified according to ISO 14001, ISO 9001, SA 8000, are a bluesign partner, or follow the systems without certificate. Energy data were the most reliable data we received, followed by water data and soical engagements. Increases are the result of more re-porting entities and the expansion to Tier 2 suppliers. More and more facto-ries now have health and safety pro-grams, staff benefits or social security plans in place. Of the participating suppliers, 83 per cent have collective bargaining agreements in place; 15 per cent more than 2017.

Workers’ health is now a prominent issue: 100 per cent of our surveyed suppliers offer workers yearly general health check-ups by authorized

NUMBER OF SUPPLIERS BY SOURCING COUNTRY

VALUE OF PRODUCTS BY SOURCING COUNTRY

VOLUME OF PRODUCTS BY SOURCING COUNTRY

CSR 2018 FENIX OUTDOOR INTERNATIONAL AG 29CSR 2018 FENIX OUTDOOR INTERNATIONAL AG 29

hospitals, chemical safety training, and provide sporting activities during breaks. Some suppliers provide their workers with a free lunch, additional salary benefits and work accident in-surance. We believe these activities partly stem from our memberships in FLA and SAC, and from our encourag-ing of suppliers to address environmental and social matters. Some com-panies stated that they are going be-yond compliance to keep their staff.

More and more business partners are joining our efforts to apply for the Facility Environmental Module (FEM) at the Higg Index of Sustainable Apparel Coalitions (SAC). We believe Fenix Outdoor has the right partners for the journey ahead of us. Every sin-gle member faces environmental and social challenges and is contributing to making things better.

Monitorings and findingsWe regularly monitor adherence to our code of conduct. Production plants are frequently visited by: (a) head of

SUPPLIER DATA

10 766

2018

Primary Energy Use in kWh

2018 2017

Water Consumption in m3

2018 2017

Electricity Use in kWh

2018 2017

4 869

2017

3 263 937

17 581 999

26 455 352

84 276 987

30 0000

11 244 803

t CO2e from Primary Energy

t CO2e from Electricity Use

2018 2017

17 193

53 999

production, (b) product managers, (c) various CSR managers, (d) head of purchasing, (e) QM Auditing Team members, as well as, (f) social and (g) external auditors. The audits take place before, during and after produc-tion. There are also independent, external assessments conducted by the Elevate Group. The audits con-ducted in 2018 have generally con-firmed the findings in 2017. Although improvements are visible due to the increase in audits, this does not reflect in the findings' overview.

Product responsibilityFenix Outdoor stands for functional, safe and long-lasting outdoor equip-ment; more than 2 000 different prod-ucts from our own brands and more than 30 000 from others are sold through the Frilufts retail chain. We take full responsibility for our own products and continuously improve their functionality and their health and safety profiles. Any prod-uct that does not comply with ►

PAGE 32


ULLKONTORET, THE ONLY large-scale wool-washing industry in Sweden, started in 2016 after founders Jenny Andersson and Hans Bulthuis moved to the Swedish island of Gotland and noticed that the wool from the local sheep was being thrown away.

Andersson and Bulthuis had both worked in the building industry, so their first thought was to use the wool for building insulation. To do that, they would need to wash the wool, so they found a used scouring line machine, to scour two tons of wool a day.

The wool is scoured clean with rain-water and river water, and no ground-water is used. The wastewater goes to Ullkontoret’s own treatment dams, and the nutrients that are still in the water act as fertilizers when the

water is spread on the company’s fields. Rinsing water goes straight onto the fields for irrigation.

Ullkontoret’s commitment to sus-tainability extends to only buying wind-powered electricity, and from 2019 the hot water (for scouring), and hot air (for drying) in the mill is being generated by a new wood-chip boiler, making the wool scouring line 100 per cent fossil free. The wood comes from the company’s own land, with minimal transport.

Thus, it was natural for two Fenix Outdoor brands, Fjällräven and Tierra to contact Ullkontoret about using this Swedish, scoured “recovered wool”, unsuitable for yarn, as padding for new backpacks and other products. But to do so they needed to find a way to get wool fiber from it.

Lavalan® – Wool insulation by Baur Vliesstoffe GmbHThe Fenix Outdoor brands use Baur Vliesstoffe’s wool product lavalan®. Baur Vliesstoffe is a family business from southern Germany, founded in 1913. Lavalan® was established eight years ago and stands for natural, washable, animal-friendly, traceable European wool. Its production process is unique, and the product comes from natural raw materials; mainly virgin wool and bio-based polyester fibers (PLA). This makes it breathable, quick drying and provides the right insulation without overheating. It is used to insulate jackets, pants, gloves or sleeping bags for anything from or-dinary hiking tours to extreme alpine ski tours.

The wool for lavalan® has to have mass density or wool ruffle, so the Gotland wool from Ullkontoret is per-fect. The wool can be traced from sheep to shop, as Baur Vliesstoffe uses an independent third-party certifica-tion company called UniqueTrace.

Lavalan® is biodegradable and the products can be easily recycled. Wool cleans itself; simple ventilation is often enough, saving unnecessary washing. Customers who buy a lavalan® jack-et can wear it with good conscience, which is why Tierra and Fjällräven work with Baur Vliesstoffe. One of the first products where Gotland wool is used as lavalan® fibre is the Lappland Hike 15 backpack from Fjällräven. •

The story of Fjällräven’s recovered woolA sustainable partnership with Sweden’s ‘wool office’

Lappland Hike 15 backpack from Fjällräven


national laws are withdrawn from the respective shops. We clearly and regu-larly communicate the complaints pro-cess about the quality and function of our products; 2018 was a year with no major complaints (see compliance report in Chapter 1).

Partnerships are essential when we innovate products. For example, we use wool from Swedish Gotland sheep for padding; we don't throw it away.

Swedish brand Naturkompaniet is raising awareness of repairing outdoor gear, instead of people buying new equipment. A promotional repair cam-paign during Black Friday 2018 was a great success: many customers came with broken equipment and gear to

get it repaired. German retailer Globetrotter used Black Friday to offer free waxing for jackets and pants to renew their water resistance. The aim is clear: a product that gets a second chance remains in use, with no need to make a new one. It is part of a resource-conscious program in which many outdoor companies are increas-ingly engaging.

Giving back to societyGiving back to society is good cor-porate citizenship. Every year, Naturkompaniet’s and Partioaitta’s loyalty club members donate one per cent of their members’ bonuses to an outdoor or nature project. The

members vote for the projects at the end of each year. In 2018, more than 300 000 euros were distributed among several projects. By the end of the year more than 320 000 euros were collected for donation in 2019.

Some brands donate a specific sum per sold item to a cause, for nature conservation or support for children in need, with around 250 000 euros col-lected. In total, around 633 400 euros were donated to environmental and social causes. Every winter, we donate sleeping bags and jackets to homeless people. In some retail stores we offer coffee for a voluntary contribution and the money raised is sent to an environmental foundation.

►CONT. FROM PAGE 29


Indicator 2018 2017 2020 Goal

Stakeholder Engagements Individual interaction, issue based 2nd Stakeholder Roundtable, var. Customer satisfaction surveys; Social Media

Regular engagement and dialogue with stakeholders

Human Rights (HR) assessments 94 % 92 % In % of suppliers (100 %)

Product Labels/ Violation of Safety Regulations

1 4 Reduced number of cases

Training CoC 75 % 60 % 100 % employees

Cases of Corruption 0 0 Reported cases p.a. shall be “0”

Society Contribution 2018 (€ or hours) 2017 (€ or hours)

Charity and Community (incl. Foundations)

633 400 € 460 000 €

In-kind Contributions (gifts etc.) 5 000 € 20 000 €

Training to Suppliers 0 15 hrs

CSR investments 540 411 € 460 755 €

Other > 3 000 people brought into nature > 3 000 people brought into nature

OWN AND EXTERNAL FINDINGS 2018

0

5

10

15

20

25 Compensation (13)Recruitment, Hiring and Personnel Development (21)Working Hours (6)Industrial Relations and Freedom of Association (Workers' Participation and Integration) (9)Termination and Retrenchment (1)Grievance Mechanism (2)Workplace Conduct and Discipline (1)Environmental Protection (1)Health and Safety (17)

Child Labor (1)

Forced Labor (0)

Monitoring 0

Legal Requirement0

Insuficient policies re Child Labor, Forced Labor etc.41

Compensation82

Recruitment, Hiring (Discrimination),Personnel Records 76

Working Hours 55

Industrial Relations and Freedom of Association55

Workplace Conduct and Dicipline15

Environmental Protection89

Health and Safety441

0 10 20 30 40 50

Recruitment, Hiring and Personnel Development

Documentation Management

Compensation and benefit

Hours of Work

Health and Safety

Workplace Conduct and Discipline

Environmental Protection

Discrimination in the Process of Hiring New Workers/

Employees and Personnel Development

Industrial Relations and Freedom of Association

Procedures on Workplace Conduct

FLA FINDINGS 2018

Child Labor (1)

Forced Labor (0)

Monitoring 0

Legal Requirement0


Compensation82


Working Hours 55




Health and Safety441 0

100

200

300

400

500Monitoring and Compliance (0)Legal Requirements (0)Child labor/Young labor (7)Forced labor (6)Discrimination (19)Working hours (61)Compensation and benefits (60)Regular employment (50)Freedom of association (36)Disciplinary practices (13)Environment (67)Health and Safety (453)

0 50 100 150 200

Monitoring and Compliance (11)Legal Requirements (1)Child labor/Young labor (0)Forced labor (0)Discrimination (0)Working hours (2)Compensation and benefits (3)Regular employment (4)Freedom of association (5)Disciplinary practices (2)Environment (3)Health and Safety (51)

0 50 100 150 200

Transparency & Business integrity

Management system

Hiring, disciplinary & termination

Child labour/Young labour

Discrimination

Freedom of association

Wages & benefits

Hours of work

Health and safety

Environment

Critical Major Moderate Minor

FACT SHEET SOCIETY 2018

Severe breach of code or law, threatening the workers' safety, lives or human rights.

Breakdown of social compli-ance system for the specifically identified area.

Breach of the code or law with potential dangers for workers.

Critical

Major

Moderate

Isulated deviation or error due to negligence or else not life-threatening.

Minor

Child Labor (1)

Forced Labor (0)

Monitoring 0

Legal Requirement0


Compensation82


Working Hours 55




Health and Safety441 0

100

200

300

400

500Monitoring and Compliance (0)Legal Requirements (0)Child labor/Young labor (7)Forced labor (6)Discrimination (19)Working hours (61)Compensation and benefits (60)Regular employment (50)Freedom of association (36)Disciplinary practices (13)Environment (67)Health and Safety (453)

0 50 100 150 200

Monitoring and Compliance (11)Legal Requirements (1)Child labor/Young labor (0)Forced labor (0)Discrimination (0)Working hours (2)Compensation and benefits (3)Regular employment (4)Freedom of association (5)Disciplinary practices (2)Environment (3)Health and Safety (51)

0 50 100 150 200

Transparency & Business integrity

Management system

Hiring, disciplinary & termination

Child labour/Young labour

Discrimination

Freedom of association

Wages & benefits

Hours of work

Health and safety

Environment

Critical Major Moderate Minor


I n 2018 Fenix Outdoor employed 2 492 full-time equivalents (FTEs)

in our various entities, a 13 per cent increase from 2017 (2 160 FTEs rep). Most of our staff are permanently em-ployed, though we employ seasonal workers in retail and warehouse op-erations during peak seasons and in our manufacturing operation in the USA during student holidays. The use of temporary staff is not a group-wide policy, but it is a flexible response to seasonal demands and local specifics. We also employed seasonal and tem-porary staff when several permanent employees left the company when we moved to our new logistics operation in Germany. There are no specific

collective bargaining agreements in the Fenix Group. In Sweden, Norway, Austria and Finland, we follow a scheme based on national agreements; in Germany most staff are represented by workers’ councils; in other locations local and national schemes exist, which parallel the respective trade union-negotiated agreements for the industry.

In our German operation about four per cent of our staff have disabilities or come from sheltered workshops which we utilize for certain services. Fenix Outdoor had about 37 appren-tices and trainees (31 in 2017) and about 30 interns last year (40 in 2017). Our policy is to promote equal

opportunities for men and women and our board expressly requires equal opportunity recruitment into manage-rial positions.

The proportion of female middle managers currently employed is 34 per cent (2017: 36 per cent), while the proportion of women in top- management positions is 20 per cent (2017: 15 per cent). Our board is 17 per cent female (all data include the newly-acquired entities and our China operations).

The staff turnover rate in 2018 over all operations including retail was 35 per cent (2017: 24 per cent). The ratio between females and males leav-ing Fenix Outdoor was nearly equal

5. WELL-BEING – working and growing together


(ratio M/F 1,08:1), meaning that roughly 51,9 per cent of staff members leaving were men (the corresponding figure in 2017 was 53,5 per cent). All eligible staff members are entitled to parental leave (i.e. parents with chil-dren under a certain age level; the def-inition differs from country to country, so an overall percentage value cannot be established). In our biggest opera-tions, we have established that 56 out of 164 eligible staff members (2017: 72), returned after 12 months (2017: 47). We are unable to assess how many of those who did not return after 12 months prolonged their leave (e.g. to have a second child).

It is important for Fenix Outdoor

that staff not only keep abreast with the latest developments in the indus-try but that they also have an oppor-tunity to develop. Fenix Outdoor pro-vided each employee with an average of 90 hours in personal and technical training (2017: 67 hours per staff member), including training on corpo-rate social responsibility and compli-ance (n= 2 492). This training enables us to remain flexible, well-educated and skilled. We also want the train-ing to inspire people and build up their qualifications for their current or new tasks. Fenix Outdoor continued its Trainee Program for young profes-sionals in 2018. The program started in 2011 with three management train-ees, and in 2018 we again hired three trainees. We also support employees who want to develop their education, such as achieving MBAs.

Working hours and wagesFenix does not exceed locally-agreed limits on working hours. We do not re-quire employees to exceed the legal limits on hours of work, and we think that at a minimum we should adhere to the conventions of the International Labor Organization regarding rights at work and apply them to internal and external service providers. Our wage levels are competitive and we of-fer several benefits to our staff. These differ from entity to entity and depend on legal or negotiated frameworks.

The figures given on the accompa-nying factsheet need to be interpreted with some caution. Firstly, wage en-try levels vary around the globe. In a country such as Switzerland, the mini-mum wage level equals the entry level.However, this cannot be compared to the wage levels in Asia, where in gen-eral we pay approximately twice the minimum wage as the entry-level wage.

Fenix Outdoor strives for a non- discriminatory approach by paying equal wages to men and women, and by exceeding minimum wage levels where possible. We also hire local managers for our operations.

Health and safety in the workplaceEmployees' safety is paramount for Fenix Outdoor. We do not accept haz-ardous equipment, unbearable work-ing conditions or unsafe premises. Most of our employees operate


under German, Swedish, Dutch, US and Finnish laws and the companies in our group comply with national laws. The workplace should be safe and hygienic, and we take effective steps to prevent potential accidents and to minimize health risks as much as possible, particularly in our facto-ries and logistical operations. Safety awareness is always a priority for us, and safe working procedures should be understood and implemented dai-ly by everyone working in the facto-ry. We ensure there are safety and handling instructions for operational equipment.

Based on the reports received (re-tail and production) a total of 24 days (compared with 1 142 days in 2017) were lost due to absenteeism. There were 47 work-related injuries recorded (2017: 132). No fatalities or work- related diseases were reported.

Workplace, work-life balance and employee support A good work-life balance is important to Fenix Outdoor. In most locations (business operations permitting) we offer flexible working hours and in special cases we also let people work from home or from a remote location.

Every year Fenix Outdoor offers its employees the chance to experience the outdoors and learn something about nature survival skills, as well as the handling and functioning of our equipment. This also gives staff the chance to enjoy the outdoors togeth-er. In some instances, participation in these events is part of the develop-ment curriculum or even mandatory. There are also several locally- organized outdoor events, such as joint hiking, camping, bush crafting or scouting activities, that take place in our retail segments to encourage em-ployees to live a more active, outdoor life. But most of our staff members are active outdoor enthusiasts.

On a case-by-case basis we allow our staff to participate in other out-door events, subject to individual arrangements made between super-visors and their staff members. The Fjällräven Classic (in Sweden, USA, Denmark and Hong Kong) and Fjäll-räven Polar, the winter education, as well as the Hanwag Alpine Experience are the events that our staff most commonly take part in, along with our customers and business partners.


2018 TEUR Salary Granted fair value from stock option

program

Benefits and other

remuneration

Pension contributions

Social costs

Variable compensation

related to 2018

Total

Executive Chairman 433 – 20 4 78 220 755

Other Senior executives 1 338 - 68 167 255 483 2 311

Total 1 771 - 88 171 333 703 3 066

EXCERPT FROM THE COMPENSATION REPORT 2018

Summary from the Group Compensation Report

The Compensation Report of the Annual Report 2018 contains details of the total compensation paid to members of the Board of Directors and the Senior Executives. In accord-ance with the Ordinance against Excessive Compensation in Stock Exchange Listed Companies, which came into force on January 1, 2014, the Annual General Meeting of Share-holders votes to approve the compen-sation of the members of the Board of Directors and the Senior Executives. The following is an excerpt from the Annual Report 2018.

PrinciplesThe Board of Directors of Fenix Outdoor International AG determine guidelines for remuneration to senior executives at market terms, enabling the company to recruit, develop and retain senior executives. The re-muneration consists of a fixed salary, pension and other benefits. Total remuneration is to be at market rate and reflects the areas of responsibility of the Senior Executive and the complexity of their role. In addition to the fixed salary component, Senior

Executives are also eligible to receive variable compensation, which is re-lated to the achievement of sales and profitability targets. For Senior Executives, variable remuneration is a maximum of 50 per cent of their basic annual salary. Compensation is not to be paid in the form of stock options or other share-related incentive pro-grams. The details of the report can be found in the Annual Report’s Audit Report.

Board of DirectorsThe compensation paid in 2018 excluding the compensation paid to Martin Nordin and Susanne Nordin was as follows; EUR 13 280 was paid to Ulf Gustafsson, EUR 13 274 was paid to Sebastian von Wallwitz, EUR 13 258 to Rolf Schmid and EUR 13 274 to Mats Olsson. As Senior Executive, Martin Nordin received a fixed compensation of EUR 456 159. Susanne Nordin as senior executive received EUR 132 039. There is no variable compensation paid to the Board of Directors except a variable compensation to Martin Nordin of EUR 220 000. Two Directors of the

Board, Ulf Gustafsson and Rolf Schmid, received a consultancy fee for specific consultancy work performed for the Fenix Group. Ulf Gustafsson re-ceived through Consilo AB, a company controlled by himself, an amount of EUR 47 602, and Rolf Schmid received EUR 4 073.

No Director of the Board, except Martin Nordin (1 8 300 000 A-shares and 242 568 B-shares), Susanne Nordin (20 000 B-shares), and Sebastian von Wallwitz (100 B-shares), have any shares in Fenix Outdoor International AG as per December 31, 2018.

The salary ratio between the highest-paid individual in the com-pany and the average payment in the lowest paid staff category is 36:1 (excluding interns and apprentices); the ratio to the average salary level lies at about 13:1; a ratio between the highest-paid individual(s)’ pay rise and the average staff pay rise would be 0,9:1. Such a figure is highly dependent on external factors (including exchange rates and costs of living) so the ratio is not definitive. Bonus payments are excluded from the assessment. •


Indicator 2018 2017 2020 Goal

Child Labor 0 0 (7 lacking certain documents) No cases

Health and Safety 2 entites 1 entity (USA) Possible OHSAS 18000

Health and Safety Audits in suppliers

> 90% >90% 100 % of suppliers assessed

Training and education 90 19,9 monitoring hrs/yr/employee

Staff Member Survey N/A Yes, covering 60% Regular staff surveys

FACT SHEETWELL-BEING 2018

DISTRIBUTION OF STAFF BY GENDER AND CATEGORY PER REGION

Worker Back-Office Middle Management Top Management

M F M F M F M F0

100

200

300

400

500

600

700

800

900North America

Europe

Asia

M = Male

F = Female

AVERAGE INCOME LEVELS PER AGE GROUP, GENDER AND STAFF CATEGORY

Worker Back-Office Middle Management Top Management

M F M F M F M F0

20000

40000

60000

80000

100000

120000

140000<30

30-50

>50

M = Male

F = Female

STAFF DISTRIBUTION BY GENDER

North America Europe0

200

400

600

800

1000

1200Male

Female

Asia Other


TRAINING HOURS REPORTED: 224 280 HRS (ALL ENTITIES, ALL EMPLOYEES)

Americas Asia EuropeM F

0

20

40

60

80

100

120

140<30

30-50

>50

M F M F

M = Male

F = Female

STAFF FLUCTUATION PER REGION, GENDER AND AGE GROUP

TRAINING HOURS BY STAFF CATEGORY (REPORTING ENTITES > 70%)

0

20

40

60

80

100

120

Middle MgmtBack-OfficeWorkers Top Mgmt

105107113

35

FACT SHEET WELL-BEING 2018 (CONT.)

STAFF TURNOVER IN % PER REGION AND GENDER

Europe Asia Americas

M F0

20

40

60

80

100

M F M F

%

M = Male

F = Female


6. REPORTING: Committed to transpar-ency and corporate responsibility

Fenix Outdoor reports according to the Global Reporting Initiative StandardsFenix Outdoor’s sustainability report-ing takes place annually, based on the internationally-recognized Global Re-porting Initiative (GRI) standards and the UN Global Compact. It covers the group companies included in the con-solidated financial statements. The GRI Standard is applied throughout, though we have not sought external verification. However, EY performed several spot checks and did a readi-ness assessment.

The GRI Content Index lists indi-cators defined by the GRI Standard as far as it has been applied. Material topics addressed were raised in Fenix Outdoor’s Materiality Matrix. The in-dices have page references and there are further clarifications. The previ-ous Sustainability Report was pub-lished in April 2018 and we will con-tinue to publish on an annual basis.

Report methodology The reporting period is the business year 2018. The report also refers to key events and data from the previous years for comparison. For the first time Fenix has used an IT-based data collection tool, though some flaws in the tool and our assessment of the data may lead to inaccuracies, which we are addressing in 2019. If at time of publication 2018 figures were un-available, comparable annual figures for 2017 or a comparable time range of 12 months (e.g. October 2017 through October 2018) have been used as the basis for calculation (market-based approach). These are marked in the report where possible.

In some instances, data were only available for a period less than 12 months. We have extrapolated those to a 12-month period, but have chosen not to mark this in the energy data-sets. Some data are location-specific

but summarized, so the indication of data not corresponding with the actu-al business year is not possible. This is true for some data from Frilufts-land, Globetrotter and Royal Robbins, which correspond to a full year but needed adjustments; some data from Royal Robbins is missing, as is some data from newly-opened store loca-tions, thus understatements are pos-sible. Data from some locations refer to October 2017 through October 2018 (energy) or April 2018 through No-vember 2018. Adjustments were made where possible.

Water consumption data from rented premises are still problematic, and are a rough estimate based on headcount and FTE data; we strongly believe that it is a conservative assumption. Where no specification for electricity consumption data was available, the country average mix was used (location-based approach). Since 2018 factors are not yet available, 2016 and 2017 datasets were used, while older datasets were utilized where more re-cent data were unavailable.

We have used published scientific or governmental sources where possi-ble. In contrast to the annual report, the CSR Report includes data from all Chinese locations (JV). Gas con-sumption data for 2018 for Hanwag (Germany) are based on the period May 2017 to April 2018. Some emis-sion factors were calculated internal-ly. Some data have been extrapolated and estimations based on a conserva-tive behavioral assumption (e.g. per-capita data from statistical handbooks for the respective region or country). Hence, some data are probably over-statements. All European shop loca-tions, the joint venture locations, and new offices in Asia, Europe and North America are included.

The reporting entities cover more than 99 per cent of the corporate value generation and 90 per cent of the

group’s employees. We mostly used the overall full-time equivalent (FTE) average in the annual report; for some data (e.g. water consumption and emissions from travel or staff training hours) FTE data is unsuitable, so we used headcounts or internal survey results. Where other bases for calcula-tions are used, this is stated separately (e.g. n= x, where x is the reference group size).

Around 75 per cent of the non- financial data is checked internally and all financial data is checked externally, giving a reasonable level of confidence.

Transportation figures and CO2e emission data were supplied by travel agencies, shipping companies, exter-nal service providers and suppliers. They are a reasonable overview of Scope 1, 2, and 3 emission data. We have relied on the accuracy of these sources’ data collection and checked only for the data’s plausibility. In the USA, Sweden, the Netherlands and Germany we relied on our own data-sets from our IT system. The calcula-tion of emissions data was based on the Greenhouse Gas Protocol where possible; German and Swedish loca-tions showed the actual energy mix on the invoices or were directly communi-cated by the supplier (reference year: 2017). The fleet information was pro-vided by shipping companies and in-ternal sources. Some assumptions were based on the fuel consumption of certain locations. Data on business travel and commutes were calculated on information within the group pro-vided by staff members and carriers.

Other bases of calculation are stated separately. Data for economic factors and staff information cover all of the group’s consolidated companies. If not listed in FTE numbers, employee structure details are based on staff numbers. Both refer to the data cut-off of December 31, 2018 unless otherwise indicated. Capture is 80 per cent. •


GRI STANDARD CONTENT INDEX 2018Indicators Reference page or comment Status

Organizational Profile

GRI 102-1 Name of the organization pages 4, 22

GRI 102-2 Activities, brands, products, and services pages 22, 24

GRI 102-3 Location of headquarters pages 4, 22

GRI 102-4 Location of operations pages 22, 24

GRI 102-5 Ownership and legal form pages 22, 36

GRI 102-6 Markets served page 23

GRI 102-7 Scale of the reporting organization pages 22, 39

GRI 102-8 Information on employees and other workers pages 34, 36, 37

GRI 102-9 Supply Chain description pages 6, 27, 28

GRI 102-10 Significant changes to the organization and its supply chain pages 4, 6, 22, 27, 28

GRI 102-11 Precautionary principle or approach pages 7, 8, 13

GRI 102-12 External charters, principles or initiatives pages 6, 7

GRI 102-13 Membership associations pages 6, 7

Strategy

GRI 102-14 Statement from senior decision maker page 3

GRI 102-15 Key impacts, risks, and opportunities pages 7 - 10

Ethics and Integrity

GRI 102-16 Values, principles, standards, and norms of behavior pages 4, 6, 10

GRI 102-17 Mechanism for advice and concerns about ethics pages 10

Governance

GRI 102-18 Governance structure pages 4, 6, 22, 36

GRI 102-19 Process for delegating authority for sustainability topics from the board to senior executives and other employees

pages 4-7

GRI 102-20 Executive-level responsibility for economic, environmental and social topics pages 4-7

GRI 102-21 Stakeholder consultation process on economic, environmental and social topics pages 7, 8

GRI 102-22 Composition of the board and its committees page 36; see also Annual Report 2018

GRI 102-23 Whether the chair of the board is also an executive officer page 36

GRI 102-24 Nominating and selecting the highest governance body page 36, according to law

GRI 102-25 Board Conflict of interest page 36, according to law

GRI 102-26 Role of the board in setting purpose, values and strategy related to sustainability impacts pages 4, 6

GRI 102-27 Board knowledge of sustainability topics pages 4, 6

GRI 102-28 Board performance with respect to governance of sustainability topics n/a

GRI 102-29 Board role in the identification and managing economic, environmental and social impacts pages 6-10

GRI 102-30 Board role in reviewing effectiveness of risk management processes for sustainability topics pages 4, 6

GRI 102-31 Frequency of board's review of sustainability impacts, risks and opportunities pages 4, 6

GRI 102-32 Highest committee or position that formally reviews and approves the organization’s sustainability report

pages 3, 4, 6

GRI 102-33 Process for communicating critical concerns to the board pages 3, 4

GRI 102-34 Nature and total number of critical concerns that were communicated to the board page 4

GRI 102-35 Renumeration policies for the board and senior executives pages 4, 6

GRI 102-36 Process for determining remuneration page 36

GRI 102-37 Stakeholder's involvement in remuneration page 36

GRI 102-38 Ratio of the annual total compensation for the organization’s highest paid individual to the median annual total compensation of all employees

page 36; limited confidence

GRI 102-39 Ratio of percentage increase in annual compensation for the organization’s highest-paid in-dividual to the median percentage increase in annual total compensation for all employees

page 36; limited confidence

Stakeholder Engagement

GRI 102-40 List of stakeholder groups page 7

GRI 102-41 Collective bargaining agreements page 34

GRI 102-42 Identifying and selecting stakeholders pages 8, 9

GRI 102-43 Approach to stakeholder engagement page 8

GRI 102-44 Key topics and concerns raised during stakeholder engagement pages 8, 9

Reporting practice

GRI 102-45 Entities included in the consolidated financial statements pages 22, 24; see also Annual Report 2018

GRI 102-46 Defining report content and topic boundaries page 39

GRI 102-47 List of Material topics pages 8, 9

GRI 102-48 Restatements of information n/a

GRI 102-49 Changes from previous reports page 39

GRI 102-50 Reporting period page 39

GRI 102-51 Date of most recent report page 39

GRI 102-52 Reporting cycle page 39


Indicators Reference page or comment Status

GRI 102-53 Contact point for questions regarding the report page 43

GRI 102-54 Claims of reporting in accordance with the GRI standards no such claims

GRI 102-55 GRI content index pages 40 - 42

GRI 102-56 External assurance no such assurance

Management Approach

GRI 103-1 Explanation of the material topic and its boundary pages 4 - 10

GRI 103-2 The management approach and its components pages 4 - 10

GRI 103-3 Evaluation of the management approach pages 4 - 10

Economic Performance

GRI 201-1 Direct economic value generated and distributed pages 24, 25

GRI 201-2 Financial implications and other risks and opportunities due to climate change pages 10, 13 - 15

GRI 201-3 Defined benefit plan obligations and other retirement plans pages 24, 36, about 66%; see Annual Report 2018

GRI 201-4 Financial assistance received from government none in 2018

Market Presence

GRI 202-1 Ratios of standard entry level wage by gender compared to local minimum wage page 35; M/F 1:1, ratio EL/Min 1:1 to 2,2:1

GRI 202-2 Proportion of senior management hired from the local community page 35; 95 %

Indirect Economic Impacts

GR! 203-1 Infrastructure investments and services supported n/a

GR! 203-2 Significant indirect economic impacts page 10

Procurement Practices

GRI 204-1 Proportion of spending on local suppliers 100 %, not fomalized

Anti-Corruption

GRI 205-1 Operation assessed for risks related for corruption 100 % of new operations

GRI 205-2 Communication and training about anti-corruption policies and procedures routine training

GRI 205-3 Confirmed incidents of corruption and actions taken 0 (page 10)

Anti-competitive behavior

GRI 206-1 Legal actions for anti-competitive behavior, anti-trust and monopoly practices 0 (page 10)

Materials

GRI 301-1 Material used by weight or volume pages 15 - 17

GRI 301-2 Recycled materials used pages 15 - 17

GRI 301-3 Reclaimed products and their packaging materials pages 15 - 17

Energy

GRI 302-1 Energy consumption within the organization pages 14, 21

GRI 302-2 Energy consumption outside the organization pages 14, 21, 29

GRI 302-3 Energy intensity page 21

GRI 302-4 Reduction of energy consumption page 14

GRI 302-5 Reductions in energy requirements of products and services pages 13, 14

Water

GRI 303-1 Water withdrawal by source page 15

GRI 303-2 Water sources significantly affected by withdrawal of water page 15

GRI 303-3 Water recycled and reused page 15, 16

Biodiversity

GRI 304-1 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas

page 17

GRI 304-2 Significant impacts of activities, products, and services on biodiversity page 17

GRI 304-3 Habitats protected or restored page 17, n/a

GRI 304-4 IUCN Red List species and national conservation list species with habitats in areas affected by operations

page 17

Emissions

GRI 305-1 Direct (Scope 1) GHG emissions pages 14, 21

GRI 305-2 Energy indirect (Scope 2) GHG emissions pages 14, 21

GRI 305-3 Other indirect (Scope 3) GHG emissions pages 14, 21

GRI 305-4 GHG emissions intensity pages 14, 21

GRI 305-5 Reduction of GGHG emissions page 14

GRI 305-6 Emissions of ozone-depleting substances (ODS) no such substances

GRI 305-7 Nitrogen oxides (Nox), sulfur oxides (Sox) and other significant air emissions page 21

Effluents and waste

GRI 306-1 Water discharge by quality and destination page 15, 16

GRI 306-2 Waste by type and disposal methods page 15 - 17

GRI 306-3 Significant spills none

GRI 306-4 Transport of hazardous waste none

GRI 306-5 Water bodies affected by water discharges and/or runoff page 15, 16


Indicators Reference page or comment Status

Environmental compliance

GRI 307-1 Non-compliance with environmental laws none

Supplier Environmental Assessment

GRI 308-1 New suppliers that were screened using environmental criteria 94%

GRI 308-2 Negative environmental impacts in the supply chain and actions taken pages 10, 27 - 29

Employment

GRI 401-1 New employee hires and employee turnover pages 34, 35, 37

GRI 401-2 Benefits provided to full time employees that are not provided to temporary or part time employees

pages 34 - 37, diverse systems; staff clothing in retail

GRI 401-3 Parental leave page 35

Labor/Management Relations

GRI 402-1 Minimum notice periods regarding operational changes according to law or workers agreements

Occupational Health and Safety

GRI 403-1 Workers representation in formal joint management-worker health and safety committees according to law

GRI 403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work related fatalities

page 35

GRI 403-3 Workers with high incidence or high risk of diseases related to their occupation page 35

GRI 403-4 Health and safety topics covered in formal agreements with trade unions according to laws and risk assessments

Training and education

GRI 404-1 Average hours of training per year per employee pages 35, 38

GRI 404-2 Programs of upgrading employee skills and transition assistance programs page 35

GRI 404-3 Percentage of employees receiving regular performance and career development reviews var.: between 0 and 100% in various entities

Diversity and Equal Opportunity

GRI 405-1 Diversity of governance bodies and employees pages 34, 35

GRI 405-2 Ratio of basic salary and remuneration of women to men 1:1 nominal; between 1,2 to 0,71: 1 absolute

Non-discrimination

GRI 406-1 Incidents of discrimination and corrective actions taken association and collective bargaining may be at risk

0

Freedom of association and collective bargaining

GRI 407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk

specifc countries (repr. 70% of suppliers)

Child Labor

GRI 408-1 Operations and suppliers at significant risk for incidents of child labor 0

Forced or compulsory labor

GRI 409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor 0

Security Practices

GRI 410-1 Security personnel trained in human rights policies or procedures n/a

Rights of indigenous peoples

GRI 411-1 Incidents of violations involving rights of indigenous peoples n/a

Human Rights Assessment

GRI 412-1 Operations that have been subject to human rights reviews or impact assessment Asian operations

GRI 412-2 Employee training on human rights policies and procedures routinely all every year

GRI 412-3 Significant investment agreements and contracts that include human rights clauses or that underwent human rights screening

n/a

Local Communities

GRI 413-1 Operations with local community engagement, impact assessments, and development programs

all operations at their own discretion (page 32)

GRI 413-2 Operations with significant actual and potential negative impacts on local communities n/a

Supplier Social Assessment

GRI 414-1 New supplier that were screened using social criteria 100 %

GRI 414-2 Negative social impacts in the supply chain and actions taken pages 28, 32, 33

Public Policy

GRI 415-1 Political contributions 0

Customer Health and Safety

GRI 416-1 Assessment of the health and safety impacts of product and service categories done routinely

GRI 416-2 Incidents of non-compliance concerning the health and safety impacts of products and services 0

Marketing and Labeling

GRI 417-1 Requirements for products and services information and labeling risks mainly with Primus; regular checks

GRI 417-2 Incidents of non-compliance concerning product and service information and labeling page 10

GRI 417-3 Incidents of non-compliance concerning marketing communications page 10

Customer privacy

GRI 418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data 0

Socioeconomic Compliance

GRI 419-1 Non-compliance with laws and regulations in the social and economic area 0


CONTACT INFORMATION:Aiko BodeChief Sustainability Officer

Fenix Outdoor International AGIndustriestrasse 66300 ZugSwitzerlandMailing address: Suhrenkamp 71, 22335 Hamburg, Germany

[email protected]

PHOTOS Cover: Lisa LöwenborgPage 2-3: Annie Spratt, UnsplashPage 4: Marcus Sjöberg, TierraPage 5: Annie Spratt, UnsplashPage 8: David Holmkvist, FriluftsPage 9: David Holmkvist, FriluftsPage 11: Andreas Dress, UnsplashPage 12: Getty Images, Peter LiljaPage 13: Annie Spratt, UnsplashPage 20: PrivatePage 22: Daniel Blom, FjällrävenPage 23: Daniel Blom, FjällrävenPage 24: Marcus Sjöberg, TierraPage 26: Marcus Sjöberg, TierraPage 27: Daniel Blom, FjällrävenPage 28-29: Geran de Klerk, UnsplashPage 30: Getty Images, Gustaf EmanuelssonPage 32: Ian Parker, UnsplashPage 34: Daniel Blom, Fjällräven

© 2019, Fenix Outdoor International AG. Tryck: Danagård Litho

Fenix Outdoor International AG, Industriestrasse 6, 6300 Zug, Schweiz, Phone: +46-(0)-660-26 62 00, Fax +46-(0)-660-26 62 21, www.fenixoutdoor.se, E-mail [email protected]

www.fjallraven.se royalrobbins.com www.tierra.se www.primus.se www.hanwag.de www.brunton.com www.naturkompaniet.se www.partioaitta.fi www.globetrotter.de www.friluftsland.dk

OUTDOOR International AG

FENIX OUTDOOR - Amazon Web Services

Documents

Transcript of FENIX OUTDOOR - Amazon Web Services